The Silent Killers of Strategy Implementation and Learning →

"The Silent Killers of Strategy Implementation and Learning" is one of my all-time favorites. The barriers to strategy execution and learning it describes always resonate, and every organization probably has more than one or two.

In the past, I've thought about how principles from Lencioni's Five Dysfunctions of a Team might apply. In my latest reading, I was using a different lens. This time I was thinking about how my own mindset – the things I was doing (or not doing) – had gotten in the way of past change efforts.

More importantly, this reading has me really focused on Organizational Fitness Profiling, the process the authors recommend to unearth the root causes of strategy execution blockers, and to develop a workable plan.

"For a decade, we have conducted research focused on understanding the root causes of the difficulties that Becton Dickinson and others encounter when responding to shifts in competitive strategy. Using an inquiry and action-learning method we call 'Organizational Fitness Profiling (OFP),' we enlist a team of senior managers to serve as our co-investigators. The process provides a window for understanding deeply rooted barriers that are common to an array of companies."

…

"[OFP] is both an intervention method and a research approach. It unfolds over a series of meetings intended to promote an open and fact-based dialogue within the senior management team of an organizational unit, as well as between the top team and lower organizational levels. The process involves five steps."

1. Create a statement about direction
2. Collect data on barriers and strengths
3. Develop an integrated plan for change
4. Refine the plan
5. Implement the plan

I love the idea of having a team lower-level managers investigate barriers and provide senior leaders with the unvarnished truth!

There's much more detail and context in the article, of course. While it's behind a paywall, if you're leading an organization that maybe could use a little change, I can't recommend "Silent Killers" more highly.

The Seven Sins of Deadly Meetings →

Andy Grove has been a hero/role model since I first learned that he personally taught a class for all incoming employees about how to participate in and lead meetings at Intel. He did this as CEO for years!

Indeed, every new employee, from the most junior production worker to the highest ranking executive, is required to take the company’s home-grown course on effective meetings. For years the course was taught by CEO Andy Grove himself, who believed that good meetings were such an important part of Intel’s culture that it was worth his time to train the troops.

We need to become more efficient, more effective, more strategic, more collaborative, more results-focused, more data-driven, more connected. More communicative. More helpful.

That's going to require a lot of people to be in a lot of meetings on top of what they're already doing, so I think we should fix meetings first.

Managers Can’t Be Great Coaches All by Themselves →

There Are 4 Types of Managers. One Is More Effective Than the Others

For managers and subordinates, the research should redirect attention from the frequency of developmental conversations to the quality of interactions and the route taken to help employees gain skills. Says Roca: “The big takeaway is that when it comes to coaching employees, being a Connector is how you win.”

So what's a "Connector?"

Connector Managers give targeted feedback in their areas of expertise; otherwise, they connect employees with others on the team or elsewhere in the organization who are better suited to the task. They spend more time than the other three types assessing the skills, needs, and interests of their employees, and they recognize that many skills are best taught by people other than themselves.

All of that’s consistent with the management skills training I’ve been exposed to this year. Frequent, deeper 1on1s with Direct Reports FTW! We can – and do – have regular tactical or task-oriented 1on1s, and that’s good. But are we coaching, offering criticism and guidance, and discussing development? Are we mentoring and connecting?

Leadership Feels Squishy

I think of "management" and "leadership" as two different things that rarely exist simultaneously in the same person. Tom Peters thinks the two words mean the same thing. Part of the reason I disagree with him is that I don't think you need a management title or that kind of "power" to be a leader.

OTOH, I agree with Tom that talking about whether the two words mean the same thing is a totally, completely, 100 percent waste of time. There's no way to get universal agreement on the subject. That ship has sailed!

Peters does say that, "hard is soft, soft is hard", and on that we agree.

Leadership may look like the pyramid on the left. It feels all squishy-like because, you know, people are complicated! Dealing with that squishiness, getting results through people, that is what leadership is all about!

What do you think?

Three Great Team Planning Questions

Since we're ending the year and beginning a new one, my team and I are taking stock and thinking about the future. We also need to tell our story yet again: who we are, what we do, who does what, where we're going, etc.

I have my ideas, of course, and would like to hear from everyone on our team as well. So, I'm having 1on1s with everyone! I've already learned some new things, and will make sure I take their concerns into account.

I decided to ask these three questions:

1. What is our team's purpose?
2. What is the reputation we aspire to?
3. What do we need to do differently to achieve that reputation and fulfill our purpose?

So far, so good! I've had four magical chats this morning, and I'm looking forward to more conversations!

#highlyrecommended #ideasfor2019

Rate Increases

Our water company has filed for a 14+ percent rate increase. My first instinct might be, "That's outrageous! How can they raise rates that much?!"

#Ohwait! Setting – and raising – rates are part of what I do for a living.

Let's look at the details: The last rate increase went into effect 3-1/2 years ago. Costs have risen since then and will continue to go up. They also say they've made capital investments totaling $10.7 million and need to recover those costs from customers.

Water is free. Having it delivered to our taps isn't.

There's a Utilities Commission to ensure the basis for the increase is reasonable. And the public gets to weigh-in too.

Hopefully, they also have programs to help low-income families with their bills. Smaller, more regular, increases would be reasonable, too.

Outrageous? As Emily Litella would say, "#Nevermind." :-)

Arrival

I recently came across this great quote from Martha Graham:

“There is a vitality, a life force, a quickening that is translated through you into action, and there is only one of you in all time. This expression is unique, and if you block it, it will never exist through any other medium; and be lost. The world will not have it.

“It is not your business to determine how good it is, not how it compares with other expression. It is your business to keep it yours clearly and directly, to keep the channel open. You have to keep open and aware directly to the urges that motivate you. Keep the channel open.

“No artist is pleased. There is no satisfaction whatever at any time. There is only a queer, divine dissatisfaction, a blessed unrest that keeps us marching and makes us more alive than the others.”

Well, that certainly got me thinking.

I am usually happy. I don’t know that I’ve always been. At the same time, I’m almost always focused on making something different happen. Something new.

I’m habitually and unconsciously dissatisfied with what is and want to make it new, different, better.

Maybe I like jazz because it's like that too. Nothing is ever the same as it was. Every performance is unique. Searching. That’s kind of the whole point!

It’s not my business to determine whether my contribution is good or bad, ugly or beautiful. I just have to get my ideas out there.

And do that again. And again. And again…

Being unsettled is a semi-permanent condition. But not apprehensive. I’m not anxious, fearful or dreadful. Certainly not at this moment.

In the moment. That’s another thing about jazz. Being right … there.

I always say that playing music, playing my bass, is like a mini-vacation. When I’m playing, I’m in that moment. Because I’m not good enough to play and think about anything else.

I have to listen. Keep time. Stop rushing — always!! Listen. Contribute. Listen.

Just listen.

It’s a beautiful thing.

OTOH, I hate listening to recordings of myself playing. I only hear the wrong notes. When I listen to a presentation I’ve done, all I hear is “… um.” Still, it’s not my business to determine how good it is…

I’m creative. My canvas is ideas. Or maybe ideas are my paint, my notes? Problems? Perhaps that’s the canvas…

I don’t own the ideas. I give them away (for pay) at work. Or for free. Doesn’t matter. I’ve got more.

I’ll produce more. Upon demand. I have to do it. I’m a world-class idea improvising machine. An idea artist.

Years ago I took the Strengthfinders test and learned “Ideation” was one of my top five. Ideation!

I finally get it! Thanks, Martha!

“And,” mutters to himself, “the ideas ramble on.”

Amen.

It Took Apple Executive Angela Ahrendts One Sentence to Drop the Best Career Advice You'll Hear Today →

#justdothis!

Authentic people share their true thoughts and feelings with others. They know not everyone will agree with them, and they realize this is OK. They also realize that they aren't perfect, but they're willing to show those imperfections because they know everyone else has them, too. By showing their flaws, while accepting others for who they are, authentic individuals create trust.