Category

Managing Change

Jan 14
Love1

Courageous Leadership:  A Delicate Balance

By Inspirations, Managing Change, NonProfits, Strategic Thinking No Comments

I’m going to start with the moral of the story:

“Warriors” are what you get when you treat action-minded “worriers” with respect and don’t just try to work around them.

Visionaries are what you get when you treat dreamers with respect and don’t just try point out the potential pitfalls in their ideas.

It is nearly impossible to be both a warrior and a visionary at the same time.

Navigating any worthy initiative needs both types of courage, and they both frustrate the other.

Yesterday, I posted this observation (and the header image here) on Facebook:  “Our clients come in all shapes and sizes, but the one thing they have in common is courage. Remarkable passion fuels these small business, higher ed and nonprofit organization leaders as they fling themselves into the gap between where they are and where they want to be: it’s an honor to support them as they blaze new paths, create better practices, make difficult decisions, have the tough conversations, and generally find ways to defy fear, embrace change, and inspire their teams to do better tomorrow than yesterday.”

As a response to that post, a long-time friend, client and one of my favorite provocateurs reached out to me by email to continue the conversation. For the sake of this discussion, we’ll call him “TJ”.  He was the one who crafted the “moral of the story” (above) and I have asked for his permission to post his thoughts here (orange italics) for the sake of furthering an important discussion:

“Courage is an appropriate word for those leading organizations or teams or families or just themselves.  Not everyone is courageous, but not everyone who is brave is the same.  I would suggest there are two types of courage.  The bold innovators, the true game changers have what I call the Bobby Kennedy style of courage, “I dream of things that never were, and ask why not?”  This group is blessed with the ability to see beyond the apparent hurdles to the magnificent horizon.

I would argue many more of us muster a different brand of courage, the courage born from the fear of messing up, the fear of embarrassment, the fear of failure.  Despite all the obstacles they can see and imagine, this group gets out of bed each day and takes the responsibility to keep the ship in the channel, heading to the destination.

My experiences tell me that both types of courage are needed for an entity to succeed, but that very few people have both types.  In fact, I’m not sure it is possible for one person to be both visionary while at the same time sweating the details.  That seems intuitive to me.  But what happens when someone is perceived as fearful because his/her courage is different?

In the best organizations, this difference is recognized, embraced and respected.  In many more organizations, this difference leads to resentment.  I would argue that dreamers need to be challenged to better appreciate those in their organizations that give them the time, space and freedom to dream.  Worriers (for lack of a better term at this point) should be challenged to better recognize the value of those who create the vision and destinations that give organizations meaning, purpose and a future.”

My response:

I would call the latter category — the brave ship steerers you refer to — Warriors instead of Worriers. They muster a different brand of courage, waking up every day, conquering their fears to head back to the project/company/work battlefield despite all the minefields that they know exist (and a whole lot more that are just imagined.)

What too few people understand, and you rightly point out, is that organizations desperately need both the visionary’s courage and the warrior’s courage to successfully find the open blue waters to navigate.

It’s a delicate balance – one represented by a different photo.

Too much or too little of either side’s courage, and the whole operation collapses.

As leadership teams, we must understand that each side doesn’t just benefit from, but RELIES ON the other side to bring their best strengths to the table.

Believing that either brand of courage alone could lead the ship safely is a false confidence that will surely run the ship aground on one path or another: into waters too rocky or shallow to survive or so deep and stormy that the ship will be submerged.

Just acknowledging that there ARE two types of courage (and probably more!) is a huge step towards embracing the balance, and the momentum that can come when that balance is in harmony.

If you are a visionary leader, resist the urge to view the warriors on your team as “worriers.”

If you are a warrior leader, resist the urge to dismiss the “dreamer” side of your visionary colleagues.

We can all navigate more wisely, when we can see how to use all the talents available on the team to their best use.

 

Aug 15
Love0

Everything Speaks

By Associations, Brands, Managing Change, Real Life, Retail, Stuff We Adore No Comments

How much would I have to spend at Macy’s in order to get a bag as nice as I just got to carry two $8  burritos home from Chipotle?

My husband asked last night (over the aforementioned takeout dinner.)

“$400? $500? I’m serious. I don’t think they even have an option anymore other than those cheap plastic bags whose handles rip before you get to the car.”

A whole brand experience, summarized in our snarky comments about a flimsy (and it IS flimsy) printed piece of plastic.

Not entirely fair, no. But accurate. And consumer perception is reality.

Macy’s has (apparently) invested an incredible amount of corporate resource to curate their “fashion brands” … (Tommy Hilfiger, Ralph Lauren, Martha Stewart, Trump, etc.) and yet every customer who walks out of the store with these “investment pieces” carries them in something (far) less durable than a kitchen trash bag? (A bag which is likely bundled up and carried through the last 1/4 mile of parking lot in a clenched fist like a cheap version of Santa’s sack when the handles pull through?) We’re not talking about the new brands they launched this season over dinner, we’re discussing the memorably-shoddy quality of the container used to carry out the merchandise.  (We’re dorks who spend a fair amount of time laughing over their painfully long 6-point-font sale exclusions policy language as well, but I digress.)

EVERYTHING about your brand sends a message to the customer.

(I offer for contrast the reuseable fabric bags I just lovingly folded up and carried home in my suitcase from  Lululemon and Hot Mama, both laden with inspirational messaging designed to resonate with their largely-female consumers, a consumer I presume they share with Macy’s.)

You know, it wasn’t always this way. I remember handled paper Macy’s bags from Christmases past, perhaps even with some sort of holiday messaging or – gasp – grommets and rope handles?  (It’s just dawning on me that I might have a bag fetish.) I must presume that somewhere along the line a cost-cutting decision was made at Macy’s. Has anyone looked at that decision recently with fresh eyes, asking “what does this say about us?”  and “is this consistent with the brand experience our customers expect?”

Brands are living organisms that exist in a complex and constantly changing ecosystem. I bet no one sitting in a ‘brand identity’ meeting at Macy’s today has any idea they are being compared with Chipotle, and yet they are. No brand experience lives in a vacuum. Your consumers compare the experience at your store (the products, the sullen cashier, the restrooms, the lighting, the music, and yes – THE BAGS)  to every other restaurant, hotel, store, that we’ve been in recently:  whether you see them as “your competition” or not.

When your fancy department store offers a less inspiring ending experience than a fast food transaction,

When your independent retail staff cultivates less project assistance or visual inspiration than a “big box” store,

When it is (far) less frustrating for a customer to order something online from you than to muddle her way through your in-store experience,

(And, lest you think I’ve forgotten the nonprofit organizations,) When your pricey annual association membership offers a less educational interaction or a less connected network than participating in a virtual group through Facebook, Linked In, or a magazine,

…  you’ve got some soul searching to do.

Everything speaks.  Are you listening?

 

HotMama

ChipotleLululemonphoto credit:  my bags, taken with my Android.  Apologies to Macy’s that their bag isn’t shown – it wasn’t worth keeping after the last trip. 
Mar 13
Love0

Scheduled Succession: A Cardinal Sin of Management

By Associations, Managing Change, NonProfits, Strategic Thinking No Comments

Despite my marginally clever play-on-words, this isn’t a post about Pope Francis I. (A man whose qualifications for the job he has just been elected to I am woefully incapable of evaluating.)

What it is a post about is a dangerous phenomenon:  one that I have witnessed in nonprofit associations, in city governments, in businesses large & small, in families, in volunteer committees of all shapes and sizes.

It’s a phenomenon that – given its pervasiveness in society – I could surmise might have plagued the Papal Conclave as well.

It’s His Turn

You’ve surely witnessed this plague in action:

• Susan was the Vice Chair of the event last year, so she’ll become the event Chair this year.

• Max has ‘paid his dues’ on the board for 5 years so he should ascend to the Vice Chairmanship.

• Mary has been the Coordinator in that department for 3 years, so now that Bob has been promoted to Director, she should logically take over his position as Manager.

• The current city council members have an off-the-record conversation that “If Gene wants to run for Mayor, we won’t run against him…”

• He’s the first born (son), so he’s going to take over the family business (country).

I suppose it is statistically possible that the ‘next in line’ actually IS (by coincidence rather than design) the best person for the task at hand.  But particularly given the pace of change in the world today, my observational experience says it’s more-than-likely not to be the case.

Worse than just not ideal – allowing an “It’s His Turn” philosophy to flourish can truly be a kiss of death for an organization. Even the perception of this ethos at work can signal that the company is not actually responsive to client/constituent needs. That merit and skill are less valued than time served. That we are out of touch with what is actually going on in our community. That we are not transparent about our process.

For the sake of the Catholic Church and the 1 billion + people worldwide that they serve, I hope that the College of Cardinals asked questions like these when considering whom to elect:

What specific skills does the organization need today?

What are the biggest obstacles we face on the path to success?

What kind of personality traits are best suited to address our needs and challenges?

What communities will be emboldened or disenfranchised by the selection?

What changes are coming rapidly that we need to prepare for, who has the vision to see them clearly?

To the public eye, the College of Cardinals had the opportunity to choose anyone (well, any Catholic Male) to lead them.  I am hopeful that with days of prayer, reflection, holy wisdom-seeking that they didn’t simply select the person who was the ‘first runner up’ to Benedict during the prior voting. Given the secrecy and lack of transparency surrounding the process, we can’t know. Surely he is being lauded by the media (and Catholic friends of mine who are more equipped to gauge) as the “right man for the job” – with traits that do seem to answer at least some of the questions above.

Decisions in your world may not attract such scrutiny or media attention, but if it feels like “It’s His Turn” for something in your world, ask yourself – ask your team:  SHOULD it be?

And if the answer is no, I pray that you have the courage to vote differently. Your business depends on it.

Mar 01
Love0

Start a Bonfire & Grind Up the Sacred Cow (Scorched Earth – Part II)

By Associations, Managing Change, NonProfits No Comments

Today – right now — imagine your association in a fight for survival. It’s not far-fetched. Many associations already are seeing “the end of times,” whether they acknowledge it or not. It’s time to consider what you need to do in order to survive. For many groups, cooking sacred cows for nourishment will be one option. Be ready to build a sizeable bonfire and build a plan to carry on.

1. Understand what nourishment looks like. You first must commit to keeping the enterprise fed, even if that means eating bugs and chewing up the sacred cow. Create an environment whose mission is to provide sustenance to the organization at any cost. This includes not only allowing but cultivating the “crazy ideas” – the 10% of ideas that may, at first glance, seem bizarre and unpalatable. All edibles are on.

2. Identify your sacred cow(s). Every client I have worked with has programs and processes that continue to move forward, unquestioned, “because that’s how we do it.” To find yours, ask three questions:

Where are the non-performing SKUs?: Borrowing a term from retailing, profitable retailers must ensure that their square footage is returning the best margin possible, regularly discontinuing the bottom 10% of products to create space for higher-producing inventory. In associations, your “shop floor” is your staff and budget. In these lean times, most are pushed beyond capacity fulfilling the programs (products) you’ve already got. Reconfigure now to create space for programs and services that will return a better margin, audience, or connection.

Whom do we need to alert? Before you discontinue any program, be candid with those customers who will be affected. Most are probably business people who have made difficult decisions of their own and they will understand.

Who’s got a cow to proffer? To create a culture of identifying the tastiest sacred cows, turn to staff and volunteers, conducting a monthly or quarterly “What should we stop doing?” inquiry. Incent them for their suggestions.

3. Know your enemy. In any post-apocalyptic environment, you’d be aware of the marauders around every corner. Have you considered enemies like these?

Competitors: Associations today have many competitors. In fact, besides the Internet, the growth of competition is the most significant challenge to association management I’ve seen in 20 years. Formerly supportive sponsor organizations launch their own programs and services to reach the membership base. Once collaborative trade magazines, in a scramble for revenue themselves, are launching online and print products that compete aggressively for a shrinking ad revenue stream. In a world with fewer geographic boundaries, other state/regional/national organizations are claiming new ground. Your members are already finding value elsewhere. Do you have a “Chief Competition Officer,” someone whose job it is to know what these others are doing?

Nelly & SALY: “Negative Nelly” shoots down any idea presented and creates an unpleasant work environment. Get rid of her, and watch the rest of the team’s productivity skyrocket. SALY, “Same As Last Year,” is not a person, it’s a philosophy. SALY breeds in places where too much workload & too few resources produces little incentive for the team to innovate. A “no-SALY” policy gives new products and services a fighting chance.

4. Stop biting the hand that feeds you. Sponsor neglect is rampant in associations, a recipe for disaster in a competitive environment. Senior executives should regularly sit down with the top 20% of sponsors. An open dialogue will disclose how – and whether – your association’s products and services are meeting sponsor needs. In many cases, sponsors are more attuned to member needs than staff and can bring compelling ideas (and funding) to your table.

Through honest & aggressive consideration of these four areas, associations can be well on their way to a sustainable future. It’s not too late to start: your survival, literally, depends on it.

Part I of the “Scorched Earth” series was published in the October issue of Marketing AdVents, the monthly newsletter of the Direct Marketing Association of Washington (DC).  Part II – “How To Start A Bonfire and Grind Up the Sacred Cow” was part of the February 2013 issue in the association’s monthly column addressing trends in direct marketing within trade associations and nonprofits.

Aug 27
Love0

Harness those Butterflies

By Inspirations, Managing Change, Real Life 4 Comments

I had a full blown case of red, itchy hives my first day of High School. Twenty-five (plus!) years later, the memory of that moment lingers long and sneaks up on me every now and again. It taught me a lot about how to suck it up and get through a tough situation, and that only rarely is anything as bad as we think it will be.  We are often our own worst enemies when facing change or uncertainty.

I watched pruriently as the parade of young neighbor families did the end-of-summer shuffle down the street to the bus stops this morning: proud parents with leashed dogs accompanied their little ones back into their school year routines, pausing to ply an iPhone-captured “SMILE!” out of a backpacked child in new shoes.

Some kids surely were eager to return to learning and their friends, others were likely anxious about going off to new schools where they don’t know anyone.  I reflected on the helicopter parents whose nerves (“Will they have fun? Will the other kids be nice to them? Will there be a meltdown?”) are likely just as frayed as the kids’. Change is hard. Finding your way in something new or different is never as much fun as the carefree slip-n-slide and popsicle-filled days of summer.

It’s a great metaphor for life, the back-to-school ritual. Whether you’re excited or petrified, whether it’s sunny or rainy, whether you have shiny new shoes or a scratchy uniform, whether you were in hysterical tears or sleepless from excited energy the night before, you must plow forward. Life lives in one direction. The day comes on the calendar and you walk into the new year and everything it holds. You say a little prayer that all that has come before has prepared you, and you go forth and do your very best with what you have, where you are. Because that’s the greatest gift we receive in life: an open invitation to go forward and DO SOMETHING with ourselves.

Kids, parents, anyone starting ‘something new’ today: the butterflies in your stomach are natural and powerful. Don’t shy away from them – lean in and pay attention to them. They can work for you if you let them: learn to harness them, they will teach you to fly.

(Attributions & Appreciations:  this blog was inspired in part by  Jonathan Fields‘ book Uncertainty & Marty Whitmore’s illustration, “Riding the Butterflies” which will be hung in my office shortly, when painting is complete!  This article is a great recap of some of the lessons in the book, which was a KaneCo BookClub reading this year.)