Archive for the ‘change’ Category

Leadership Oxygen

October 6, 2017

Khama

Inspiring examples of leadership are vital oxygen for individuals, organizations and communities. Seretse Khama’s life is a compelling story.

In 1925, at age 4, Seretse was named successor to his father as chief of the Ngwato people who lived in Bechuanaland, a protectorate of Great Britain. By design, his childhood education was in South Africa which prepared him to later attend law school at Oxford University in England. As he was about to return to his homeland in 1948, to assume leadership of his tribe, Khama caused significant controversy. He married Ruth Williams, a British citizen.

Because South Africans and the British were deeply opposed to inter-racial marriage, Khama and his wife were continually harassed by powerful governments. They lived in turmoil and exile for nearly 8 years. In 1956, so he could return to his birth country, Khama made an anguished choice to relinquish his role as chief. Then, as a private citizen, he negotiated a parting with England that launched the new nation of Botswana. In turn, the citizens of that independent nation honored their native son and elected him their first president. He served successive terms until an early death at 59.

Khama’s extraordinary personal sacrifice and clear vision ensured human rights and a multi-racial democracy.  He also delivered significant economic gains for citizens of Botswana through natural resource stewardship and universal free education. Today, his eldest son, Ian, serves the people of this African nation as president.

Check out the movie of this amazing man’s life and love: A United Kingdom. Based on the book, The Colour Bar, it has met with wide praise. Khama’s example reminds us that effective leaders are often required to endure hardship to achieve justice for others. His commitment and endurance are worth  imitating.

-Lisa Wyatt Knowlton, Ed.D., leads Wyatt Advisors, a resource for effective people and organizations. See: www.wyattadvisors.com. Lisa is an author and W.K. Kellogg Leadership Fellow. She has cross-sector and international experience.

 

 

 

 

 

 

Relatively Better

September 30, 2015

lemonlime

The conversation I had with a board member of a deeply influential organization some months ago was troubling.

In that exchange, he described behavior of senior management as incompetent. Later, he said “But all these organizations are a mess.”

No Worse Than Jones

Relativism is a common discard. You can set the bar anywhere you want. It’s possible to rationalize almost anything by noting those who are also behaving badly or worse. Read this list and add to it the relative comments you have heard:

  • Nope, the Catholic Church has not done right by women. But, look at the Muslims.
  • Yes, teen pregnancy rates are terrible in Michigan. But, look at New Mexico and Mississippi.
  • While cronyism is common, it’s nothing like financial fraud.
  • Football and basketball coach salaries may be excessive, but look at Wall Street.
  • Air pollution is awful in California, but it’s nowhere near as bad as Pakistan.

Insecure people and brittle organizations rush to defend. Regardless of goodwill and constructive capacity, when a critical remark is made, one can expect a counter punch. Unskilled  managers wear an over-sized winner’s ribbon with an inscription proclaiming: “Not the Worst!”

Context Warp

Compensation is a typical yardstick to underscore relativism. Almost everybody looks “up,” rarely down or sideways at money. A bonanza for one man becomes the standard for another’s excess. So when the former president of Yale received an “additional retirement benefit” of $8.5 million in 2013, Columbia’s annual presidential compensation of $3.4 million looked nearly paltry. Does anyone ever mention the context is warped?

Now and then, we hear some contrast. Noting the “best in class” can be inspiring and motivating. It can encourage a different attitude, e.g., why can’t we? If New Hampshire has the lowest teen pregnancy rate, then what’s going on there we might need to learn?

While defending territory can be a common reaction to critical comments, a far more useful response are great questions. A learning attitude and listening ears are important assets. They both have the potential to support improvement which delivers, in turn, results. In serving a planned vision, leaders set standards by word and actions. Everything is not relative. It’s vital to have expectations for what’s right and what’s wrong, not simply what’s better or worse.

 Less Evil

Certainly, acting less evil isn’t the same as being virtuous. Regardless of whether others make the effort, leaders offer a principled example. Recognizing this and pressing for accountability requires important perspective: some people call it leadership.

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

 

Rules and Games

September 24, 2015

chessbd

Creating change that matters often involves public arguments.

Important social practices we consider routine (like seatbelts, Kindergarten, recycling, minimum wages) would have never happened if change leaders hadn’t persuaded powerful interests what was necessary for the common good.

Rules and Games

Robert Reich, former Labor Secretary and a public policy professor at UC Berkley, writes thoughtfully about how American markets are shaped through the rules government creates. In a recent essay about how Big Tech influences business, he wrote, “Legislators, agency heads and judges decide the rules of the game. And, over time, they change the rules. The important question, too rarely discussed, is who has the most influence over these decisions and in that way wins the game.”

Highly-effective, veteran lobbyist George Franklin, author of Cereal Wars, concurs with Reich. Franklin’s engaging text offers many sage tips and examples of navigating the corridors of Congress. The lessons he offers about relationships and strategy apply equally to state capitols and local councils.

Technically, advocacy is about organized efforts and actions that establish laws and policies that will create a just society. Practically,  advocacy is the capacity to understand and affect power towards a negotiated outcome. Advocacy may require participation in elections, mass mobilization, civil action, lobbying, bargaining and court actions. Influencing public (and administrative) policy can create important and sustainable shifts in resources and practices.

 Advocacy Strategy

Advocacy is nearly always part of change-making. It asks something of others, frames demands and intentionally (and unintentionally) provokes conflicts of interests. As you seek what’s more fair, create your advocacy strategy with an external and internal review. The Advocacy Institute suggests these focusing questions:

External Assessment         Internal Assessment
What do you want?        What have we got (allies, funds, other)?
Who can give it to you?        What resources do we need to develop?
What do they need to hear?        How do we begin?
Who do they need to hear it from?        How do we know if it’s working?
How can you get them to hear it?

Issues like AIDS prevention, deforestation, child welfare, fishing rights, water quality, food safety, equal pay and countless others are vital concerns for you, your organization and community. Big and little changes require timely advocacy. Capable advocates are “in the game” and players who help others make smart rules. Simply put, skilled leaders welcome public engagement; it’s a vital part of creating change.

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

Looking Good and Cooperation

August 25, 2015

ants

Getting people to “pitch in” or engage can be a challenge.

Long ago, the “Pigouvian” approach to encouraging social cooperation was articulated by Arthur Pigou, a British economist. His idea was cooperation gets incented with  changes in price. For example, if we make water or energy more expensive or pay people to vaccinate their children. Costs are way to affect actions. Many times, though, people resist change even with higher prices. What we know now is that changing the material costs and benefits of cooperation appears to have limits.

What Promotes Cooperation?

Current research gives us some new ways to promote cooperation: they both build on social consciousness and the desire for a “good image.” They can be mutually reinforcing, too. One way is to raise visibility of people’s choices. An application of this? Donors are often cited in lists that recognize them at special events or in a public ad. Or, a pledge list is posted at a website.

Another option is to provide information about how others are behaving. This plays on a “keeping up with the Joneses” perspective. An example application? A California public utility sends homeowners comparable information about neighbors’ water use. People are eager to know if they are below, average or above. With no fondness, my husband recalls from his childhood a particular priest who published giving records of parishioner families. That example combines both visibility and comparability. Information can alter behavior, especially if toward a common goal.

Not all, but many people cooperate because they are concerned about appearances. Humans are social beings and deeply influenced by each other. People know that when they are observed doing good by others, then it benefits their reputation. This is why “true character” is best determined by what people do when unobserved.  And, it’s also why “herd behavior” can head in a constructive or destructive direction.

Leaders Offer Clear Right Actions

Norms (or the “right actions”) are a powerful influence and act as both an incentive and deterrent. Knowing why social interventions are effective can help guide policies and practices, regardless of sector. Setting defaults for noncooperation is becoming more common. For example, a suggested fee or donation pressures a participant to contribute or they must actively opt out (often, in a publicly observed setting). This same phenomenon occurs at church when the offering bowl is passed down the pew. Or, when a company automatically withholds a designated portion of salary for a benefit matching program and requires intentional action by non-participants. Because norms set clear guidance regarding standards for performance of individuals, disciplined attention to them is a vital lever in your organization (as well as home and community).

Influentials  First, Then Perceptions

Remember this as you seek highly engaged peers, team members, donors and volunteers. Making people feel more accountable supports cooperation. Being observed, making participation visible, and a clear display of “example” has substantial effect. What matters hugely are the “right actions” displayed by influentials. They shout what’s appropriate and what will get applause. It is the foundation for what matters to most people – the opinions of others.

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

Smart(er) Measures

July 1, 2015

math

Which of these challenges is most important to solve: teen pregnancy, hunger, diabetes, or drunk driving?

Where should we focus time and money to improve lives and our communities?

Just as sports and commerce have been recast by data, the health field is leading the way for different mental models that help us calculate value in the social sector. In the US last year, more than 600,000 people died from heart disease while about 75,000 died from diabetes. Does that make heart disease eight times worse than diabetes?

We’re well aware death is inevitable. Still, many conditions aren’t terminal but very costly for individuals and society. In fact, the non-fatal conditions account for the vast majority of health costs. With this rationale, health economists have created new measures. One is a unit identified as “disability-adjusted life years” or DALYs. DALYs calculate the years of healthy life. A DALY is generated by identifying the years of life lost when a person dies (compared with a projected average without the condition). Then, the total years lived with a disability are tallied. A DALY is generated based on estimates of how nonfatal conditions detract from perfect health.

Using this new measurement unit, one can rank health problems. For example, in 2012, scientists reported 200,000 more deaths by lung cancer than traffic accidents worldwide. But, when calculated in DALYs, road injuries are far worse. Most lung cancer deaths are among older folks. Those who tend to die in car accidents with frequency are young – in their 20s and 30s. Importantly, road injuries cause about 40 times more disabilities when people survive them. Should we invest in anti-smoking or road safety campaigns?

Mexico has moved to this kind of analysis for treatments. Now, childhood cancer treatments and emergency care for car accidents are high priorities. Australia has also used DALYs to focus on childhood obesity and other issues. The application of DALYs in the US identifies low back pain, depression and anxiety as enormous health concerns. They generate substantial costs because of prevalence along with significant pain and suffering.

New statistics offer different and valuable viewpoints. They can threaten the status quo. Capable leaders use them to support change and progress. DALYs are a great example of how, with new measures, we can enable rational decisions. Isn’t that smarter? In fact, it can affect how we live and die.

Lisa Wyatt, Ed.D. is chief strategy officer and managing 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

In Pursuit of Fearless

May 29, 2015

Rejection can generate resilience. And, resilience is an essential characteristic of effective people.

rejecthand

In Rejection Proof, Jia Jiang tackles this important issue, the very common fear of rejection. It’s an interesting psycho-social chronicle of his journey to  personal resilience. He distinguishes the vital necessity of allowing a rejection to take aim at ideas or requests but not self-worth. When we experience a setback, the trap we create is to internalize it as a personal failure. The reality is our idea was discarded.

Coping better with “no” requires new literacies in interpreting others. Jiang’s experiment shows it’s possible to shape a request for success; pick the right people and even convert an initial no to a different response. Social science and Jian’s personal journey found that rejection is mostly about the rejecter. The doubts, denial, avoidance, needs, panic and angst of your audience are primarily why most rejection happens. Recognition of and empathy for this can bolster your interpersonal skills.

Fitting In

Think about your teen years. Your peers (or tribe) were the overwhelming influence. Teens will do almost anything to fit in. At that stage, human beings are typically insecure. They lack identity, self-esteem, judgment, perspective and confidence. In error, we assume (because of age and experience) adults have conquered these concerns. The obvious implication is that capable manager-leaders must be self-aware while concurrently supporting others.

Why does inappropriate, unprofessional or rude treatment have such a deep impact? Exclusion or disrespect are a “slap in the face” that is processed by our brains the same as physical assault. The pain of rejection causes a chemical reaction in our brains. So, it comes as no surprise that people fear social rejection. Very often it is the fear of rejection that precludes any risk and deeply inhibits the potential for individual or social change.

Timing

Jiang’s book reminds us that timing matters. Too smart, too soon is the same as being wrong. An important way to think of rejection is simply as delay. George Bernard Shaw said “All great truths begin as blasphemies.” History provides countless examples of people persecuted or rejected for their thinking or actions. Later, we discover that the great ideas of good people faced an uphill climb because too many interests were upset or uncertainty was introduced.

Prevailing culture often resists interesting ideas, new strategies, fresh insights that diverse opinion and wise experience can contribute. Instead, a desperate, vigorous protection of control maintains the status quo. This is why change doesn’t happen. It helps explain why people, organizations and communities fail to make progress. It’s also why resilience is an important muscle to exercise!

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

House of Cards

April 12, 2015

CardHouse

Tell the truth. This is the advice your parents gave you when you were five. They insisted on it or there were consequences. It’s a good idea, regardless of your age, because it has everything to do with progress. It does, however, require courage.

Like temperature is to fever, truth is to organizational health.  We see this all the time  where people gather in organizations and communities. Safe space for truth is “permitted” by powerful people and the routine level of tolerance becomes a norm.

Skillful leaders interrogate reality and engage multiple opinions, they value insights beyond or different from their own. They recognize arguments by detractors, minority opinions and others’ experience. They know these are all vital to informed decisions and learning. They are aware of their own blind spots. Many people in key jobs don’t proceed this way. They require loyalty, no matter how foolish or nonsensical the party line and exclude or otherwise squash any deviance.

Marketing or Reality

The essential problem with this is that experienced people know the variations in the truth fall in two big camps: marketing and reality. The former weighs politics far more than the latter which is aimed at performance. Marketing or the “official truth” is a constructed notion that all is well. It is the party line that ignores the smoldering fires. It only allows heroes and never recognizes wrongs, errors, mischief or corruption. You find out about truth later when there’s a big spill, investigative journalism, a lawsuit or gossip. Marketing doesn’t expect anyone to think.

The common clever ways to manage information for advantage include: withholding, obfuscating, avoiding, reframing or twisting the script. Depending on core values, people cope with this in different ways. It has certain ethical dimensions.  Unfortunately, when people change the story to suit their own purposes there is real cost. Feeding a narrative that’s at odds with the facts has consequence. Research shows when issues get ignored then there is erosion in staff confidence, compliance, productivity, safety and legal concerns, as well as damage to brand, vendor relations, trust and other factors.

In contrast, grounded truth reflects ugly reality, unpleasant news and a whole picture that includes flaws, bumps and deficits. Looking at the truth means thinking must happen. When we and others start thinking then we can co-create great efforts to fix what needs a fix.

Messengers & Silent Good People

Very capable, honest people can get hurt in the space between marketing and truth. To deflect substance, dysfunctional organizations take aim at the messenger versus the message. Instead, there ought to be someone asking: What about these serious concerns?

Martin Luther King said: “We will have to repent not merely for our vitriolic words and actions of bad people…but for the appalling silence of good people.” When reality isn’t permitted, then threats and opportunities, and simple information sharing and integration aren’t either. We know it is a foundational error to have inadequate situational analysis. Without it, the rest of your edifice gets shaky. So, if strategy is weak from the get go and trust takes a beating, there’s big trouble. In their absence, you are likely to add bad execution to weak strategy. The net is a virtual house of cards.

You are a lot older than five. So,  tell the truth and welcome it warmly from others.

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

Culture and the Curia

January 3, 2015

Francis

The famed management advisor Peter Drucker once said, “Culture eats strategy for breakfast.” And, Pope Francis concurs.

In his recent Christmas greeting to Catholic Church management (the Curia), Pope Francis sent some clear messages. The administrators responsible for delivering on the church’s mission didn’t get a warm fuzzy or glowing cover-up memo. The Pope took a big step forward on his prior, early signals to overhaul and upend a dysfunctional culture. His specificity (complete with footnotes & Biblical references) challenges the use of power – a significant issue in many organizations and communities.

Pope Francis’ 15-point critique cites a “catalog of illnesses,” including hypocrisy, careerism, unaccountability and cliques that “enslave their members and become a cancer that threatens…and leads to friendly fire.” When he named Cardinals early in 2014, he warned them to avoid temptation, power lust, ladder-climbing and dismissed attitudes of “royalty.”

The Pope’s message is timely, simple and strong. His transparency reflects an iron will that demands improvement and growth so that the Church can fully realize its mission. It’s a lesson any leader can imitate. While the managers were left “clearly uncomfortable,” this tension is an essential step in change.

As the new year starts, what does your list of organization ailments include? What actions will build on strengths? How will you (and others) heal culture? What will you insist on?

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

Brand Repair

November 26, 2014

redbrand

Some organizations have reputation troubles. It’s likely they earned them.

A tarnished brand is something we’ve all seen and don’t want. An advising peer recently shares this case: “We are hand-cuffed in a very important assignment. The client organization is full of ego, fear, dysfunction and paralysis. Regrettably, standard, constructive practices that could inform our tasks were suspended – all because of reputation worries. The senior management knows their brand is in a tattered state.”

A tragic management response is in play: close ranks, worry, more clauses in the standard contract, gag orders, commands, declarations, defense, denial and other control tactics. These choices build fear, disables staff and sends distress signals. It jacks up anxiety. Moreover, these actions can become a negative loop that cause more injuries (inside and out).

A viable alternative ? Carefully identify the wrong values, attitudes and behavior that created the reputation challenges because they inform what must be different going forward. Then, step away from the “war” and demonstrate some vulnerability. Act swiftly and consistently to promote great experiences.

Try this brand ambassador recipe:

(1) Listen. Calmly and patiently hear what the aggrieved party says and what it means.

(2) Apologize. Indicate authentic concern for a failure or inadequate experience.

(3)  Fix it. Take action to remedy the mis-step. While this isn’t always possible, if it is, do it, promptly.

Make these actions automatic for everyone in your organization. From top to bottom, staff should know these three steps. Soon, the volume of good and great recent experiences will replace the stain of history. Concurrently, take big inside actions to attend culture, and make plans along with specific communications that support internal process and structural improvements.

Learning how your organization is understood by others requires gathering both random and routine feedback. This knowledge can serve organization effectiveness. Reputation is earned from the experiences people have inside and outside your building by phone, email, in meetings and other routine interactions. Part of building great brand as well as organization performance is this paradox: take off the armor to build strength.

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

Seize Opportunity

October 29, 2014

Oppty

What leaders know is that  justice and fairness exist only when we and our colleagues work very hard to make it happen.

A Natural Tendency

Studies done at the Yale Mind & Research Lab suggest that most people tend to ignore this because of a rationalizing bias. Whether an atheist or a religious person, a majority of people think life events (like births, deaths, illnesses, love matches) were purposely designed. Even young children show this bias, that things happen to “teach a lesson” or “send a sign.” Yale researchers indicate this is about our powerful drive to reason, make sense and align our external environment with our own goals, intentions or ambitions. Obviously, these attitudes can bring comfort and reassurance. And, those feelings are an important reinforcement for the bias.

But then, how do we explain the very ugly consequences of structural racism, sexism, and other abuses of power? Our world is full of injustice, brutal and unfair behavior that deeply injures individuals, communities and organizations. Intentional actions cause fear, oppression, disappointments, and serious wounds.

Wise Perspective

A sage family friend always softly responded to the common inquiry, “How are you?” with “Better than I deserve.” He embraced gratitude as a primary perspective because he had lived a rough and tumble life but was able to acknowledge chance. Many people don’t get what they deserve.

None of us live in an absolute meritocracy. Yale professor Paul Bloom suggests life is not a fundamentally fair place with goodness rewarded and badness punished. Logic recognizes that we cannot blame those who suffer from disease, victims of crimes and maintain a bias for the status quo. This view requires us to affirm poverty, inequality and oppression are all part of some great big intentional plan. It isn’t.

Michelle Munson, CEO of Aspera, says: “Respecting an opportunity means embracing it and dedicating yourself to making the most of it. I am infuriated by people who waste the opportunity.” Clearly she understands opportunity cost, that is, the implications of missing the obligation to create value and progress. Not surprising, Munson hires staff for two fundamentals: a high degree of competence and character. She defines character as desire, drive, responsibility, honesty and genuineness. Munson exhorts: “Nothing, nothing, nothing replaces being competent in what you’re doing…”

Great Choices

So, what’s the leadership message and mental model? I think it’s opportunity. It is the choice we each have to turn away from self interest and work diligently to create a fair and just society, community or organization. Leaders courageously tackle the status quo. They take responsibility for change and progress. Bloom’s research encourages us to resist the natural urge to cite our good fortune as fate. Prosperity, equality, freedom and hope occur because we purposely construct those conditions

What will you do and how will you guide others in opportunities today?

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


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