A Century of Difference

Amazing how much has changed in such a short period of time.

However, I do believe that the principles which people shared, and the way the Circle of Impact can be applied has not changed.

The reality is that our needs for clarity of thought, being present in our relationships, and, genuine leadership are more needed now that ever.

Target

 

The other day I asked the following question as my Facebook status update.

Just thinking about how different the 21st century is compared to either the 20th or 19th. Working on a post about this. What would you all say is the difference? I'm curious.

It is an important question if we are to effectively lead into the future. Here are some of the ideas shared. (Thanks Jenni, Pat, Richard & F.C.)

The social aspect... communication in a heartbeat

The entirety of the gross data and factual information within the world is within your 1.5lb. laptop.

Less face to face social interaction. Less informal group social interaction. More social interaction at a wire's length.

Too many businesses have forgotten ... being the people business.

19th more face to face ... 20th letters and telegrams ... 21st email, mobile phones and social networks - instant responses, less thought - little or no opportunity to convey intent except by emoticons that have become part of the language. This is a change so significant that I think it's as big as the printing press being developed.

In summary, these friends are seeing changes in technology, relationships and communication. I agree. These are the core differences that are impacting us daily.

If we use my Circle of Impact framework, we can identify others. This is a valuable exercise because it helps us in two ways. First, in seeing the transition over the past two hundred years, and second, to give us an idea of where to put our energy and resources for the future.

Circle of Impact

Using the Circle of Impact to Identify Change

Ideas: The Importance of Clarity.

Today, ideas matter more than ever. In the past, the communities and places of work were fairly homogeneous, not as culturally diverse as today. Now we need to be very clear about our values and purpose, and be able to effectively communicate them in visual and tangible ways.

In the past, we could measure our business by the bottom-line, and have a pretty good idea about whether we were succeeding. Today, if we are not clear about the impact we are creating, the purpose of our businesses / organizations seem vague. Impact is the difference that matters, and distinguishes us from others in the same industry. The core meaning of impact is the change we are seeking to create, and how we know when we have.

Lastly, is having a vision that is clear about what each person brings to the mission of the organization, and by that I mean, understanding what is their potential contribution. Then knowing how it is aligned with the operating structure to produce impact. And thirdly, each member of the organization being able to articulate that vision from their own place within the organization. Same vision, different expressions of it.

Relationships: The Importance of Being Present

Today, the person who is prejudiced, condescending and exclusive toward people and other cultures is viewed as backward, narrow and insecure. Openness and welcome are important behaviors that leaders and their organizations need to exhibit.

This mindset, so to speak, is really just an entry level attitude toward relationships. At the core, what made for a healthy relationship two hundred years ago, does so today. A year ago in a post, Honor and the Lost Art of Diplomancy, I wrote,

Diplomacy is the practice of respect applied in places of diverse cultures. It is the ability of one person to be able to empathize with another person, even though their cultural, ethnic and philosophical backgrounds are not similar. ...

This type of respect is a form of humility that places the dignity of the other person ahead of one's own perogatives. It is what I see missing in much of the social and civic interaction that takes place in our society.

This aspect of relationships has always been true. The difference today is that it has to be treated as one of the strategic initiatives of the business. How the business relates to the person and the culture will have a huge impact upon how well they do.

In addition, the importance of respect, honor, dignity, and trust are now functioning within a social environment where technology mediates our relationships more and more. This is one of the most significant changes of the past two hundred years. And as one of my Facebook friends noted,

... instant responses, less thought - little or no opportunity to convey intent except by emoticons that have become part of the language. This is a change so significant that I think it's as big as the printing press being developed ...

This means that the quality of our relationships is really a matter of the person we are. Our character, integrity and values matter more than ever. They do because with many people we only have a moment to convey the depth of who we are. If we come across as shallow, narcissistic, unempathetic, or distracted, then we may never have a chance to change that impression. 

The impact of all this change in relationships and social context is that we must constantly be present with our best selves, if we hope to build relationships for the long term. To be present means that our first inclination is not to tell our story, but to ask questions to identify their story. When we know who they are and what they value, then, with genuine integrity, we can tell our story. We are able to do this when we truly approach each person with dignity, respect and trust.

Structures: The Importance of Leadership

A major change over the past two hundred years is in how businesses organize themselves. In the past, the industrial model depended upon a standardized, formal structure. Today, the complexity of doing business has placed a greater burden on workers to be problem solvers and initiative takers. The expectation that workers take greater responsibility is changing what it means to be an employee. In effect, this shift is a change in what is leadership.

In the past, leadership was a position, a title which often was personalized into a heroic narrative of the senior executive. Today leadership has become the impact that each person has within the business structure. It depends upon their ability to communicate, problem solve, relate well to others and contribute in ways beyond their job description. In effect, the skills of leadership are now the skills of an entrepreneur, and are needed by everyone within the structure.

With this shift, a company where more and more employees have the capacity to take initiative to lead, the quicker the company will adapt to changing situations with customers and in their industry.

The Difference that Matters

Here are five actions we can take.

1. Be clear about the Four Connecting Ideas of Values, Purpose/Mission, Vision and Impact. Develop an elevator speech for each, so that when the moment arises you have something clear to say.

2. Develop Ideas in Conversation. Identify three to five people with whom you work, and often have lunch, and begin to share your ideas with them. You may want to share this post with them, and see where the conversation goes. The idea is to learn through collaborative reflection.

3. Volunteer with an Organization that Serves People in Need. I have found that working with people who have lived through or are living in hard times gives me perspective on myself. I learn to appreciate what I have and gain the ability to respect those whom I may have not been able to see any value. The resiliency and adaptability of people who are in need provides us a window into our own capacity to change. 

4. Develop a Set of Questions to Ask Everyone You Meet.  What sparks your curiosity? This is how the Circle of Impact was developed. I asked questions of everyone I met. Once the Circle became clear, I began to use this as a framework for my discussions with people. Now it is printed on my business card. Do this is to take initiative because your desire is to make a difference.

5. Go Slowly on Beginning to Take Initiative. Yes, leadership is an initiative taking function. But not all organizations have embraced this idea. In fact, many think that relinquishing control over employee freedom to lead ends with chaos and confusion. It certainly can if there is poor communication and coordination between members of a team or department. Understand, therefore, that leadership in this perspective needs alignment between the three dimensions of leadership - Ideas, Relationships and Structure.

The last thing to say is that while the changes over the past two centuries have been great, the core attitudes and behaviors that make for effective leadership remain the same as always. The primary difference are the changes in the social and organizational contexts that have come through technological innovation and the growth of life and work on a global scale.


10 Assumptions about Change

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Change is embedded in everything. It is the subtext of every topic of conversation that I have. It is the core issue of every project that I do.

Our assumptions about change need to change.

First Assumption: Change is bad.

Change is neutral. It is needed in every aspect of life. Without change there is no life. Too much change too quickly can be destructive. Change functions on a continuum between growth and decline, even life and death.

Second Assumption: The Opposite of Change is No Change.

Staying the same isn't a very sustainable strategy. Yet, it seems to be the response I hear most often to the prospect of change.

Third Assumption: Manage Change through Attitudes and Behaviors.

This is a good approach to a point. It assumes that human beings are living in an environment which is changing and their response (attitudes and behaviors) is how we address change. However, I find that this is an inadequate approach to the management of change.

I can understand why these assumptions are the ones I encounter most. They are based on assumptions that are the conventional wisdom of the past century. What are those assumptions?

Fourth Assumption: Large, Global, Transnational Organization is the logical, progressive direction of human civilization.

This assumption is captured most succinctly in the phrase "too big to fail." Yet, we do see failure, decline, possible disintegration and collapse of the world's largest and, at one time, the most progressive and prosperous nations and organizations.

Fifth Assumption: Stability, efficiency and maximumization of resources are the highest values of organizations.

What this perspective actually produces is vocational instability, economic volatility, social dislocation and the concentration of power and resources into the hands of the few.

Sixth Assumption: Urbanization, and the loss of an agrarian socio-economic culture, is the progressive and beneficial outcome of these historic trends.

While I am not an urban sociologist or economist, my on-the-ground observations is that increasing urbanization is more inefficient, is poor ground for the sustainability of inter-generational communal social structures, and increases the cost and demands of daily living. It seems to me that all these factors exist within a continuum where too little and too dense are not ideal for community or socio-economic sustainability.

Seventh Assumption: The above trends have disrupted natural cycles of growth by accelerating the process of change beyond what is now manageable under the assumptions of the past century. 

As an out-of-alignment wheel on a car spins more chaotically as speed and variation increase, so are the cycles of change increasing in speed and variability.

Eighth Assumption: Change is cyclical and we are at the end of a long cycle of the kind of growth in organizations described above.

From a contemporary context, is Greece's economic meltdown the anomaly or is it the canary in the coalmine?  Are we at the end of the era where large, global, transnational organizations can function?

Ninth Assumption: The future will be or should be like the past.

There are two assumptions here. One is if the past is prelude to the future, then what in our past should we have seen that would have helped us to predict the past decade of terrorism, war, political division and global economic recession?

It is helpful to read Professor Carroll Quigley's Oscar Iden Lectures, "Public Authority and the State in the Western Tradition: A Thousand Years of Growth, A.D. 976 - 1976” Quigley was a professor in the School of Foreign Service at Georgetown University for over forty years. His perspective is unique, expansive and, I find, very insightful.

The other assumption concerns our nostalgia for past golden ages as Professor H.W. Brands of the University of Texas describes them. He describes that much of this nostalgia is focused on the decades between 1945 and 1965, the golden age of American political economy as he describes it.

... for Baby Boomers, this is the age of our childhood. There is this tendency of humans to look back to a golden age. If you quiz people, the golden age usually corresponds to their childhood.  They’ll say, life was simpler. Of course, life was simpler, you were 8 years old.

There’s this thinking of, if we could just get back to the way things were in 1950 or 1960, then all will be well. Part of it is this individual nostalgia.

But part of it is this historically anomalous position during this period from 1945 to 1965. Because in a fundamental way, the US was the only victor of World War II. The US was the only country that came out with a stronger economy than it went in. America’s principal industrial competitors were either gravely weakened, like Britain, or absolutely demolished like Germany and Japan. So, it was easy for the US to embrace free trade. Yeah, level the playing field because we’ve already leveled the industrial capacity of all our competitors.

The weakness of this assumption is that underlying it is a belief often held that our best years are in the past, not the future, therefore, what changes we experience today are taking us further away from the golden age of the past.

Tenth Assumption: Change is Structural, and cannot be adequately faced by just changing attitudes and behaviors.

The future is going to be different. The last stage of acceptance of this will be the recognition that many of the above assumptions are declining in validity. Yes, of course, as individuals we adapt to change by modifying our attitudes and behaviors. We also must adapt by changing the social and organizational structures that have led us to this point in history.

The indicators of structural change are already evident. They are awaiting application in theory, design and practice.  I'll write about them in my next posting.


An Idealist in the midst of Cynics

COL-ICON

An old friend sent me the following note that is worth discussing.

Hey, Ed! I have a topic that I would love for you to address. What happens when a true believer and a cynic are put together on a work team? Or, perhaps more difficult, when there is a faction of true believers and a faction of cynics?

In my situation, I tend to be a bit "rah rah" and idealistic. Most of the others on my team find fellowship in a cynical viewpoint. It's sort of the difference between putting up those "success" motivation posters and putting up the despair.com posters. (I certainly see the humor in the despair posters, but when they represent an approach to life, I find it sad.)

Anyway, I think you get the picture. From my viewpoint, I think it's important that I value where they are coming from and have compassion for my co-workers like I would anyone else, but I also have a preference for people who appreciate the efforts our company makes to promote some sense of common cause (after all, if the company doesn't make money none of us have a job) and I find life is challenging enough without having to endure negativism about everyone and everything. Put it this way: Many of my co-workers would find your blog to be the very type of thing that they see as unappealing, touchy-feely, idealistic nonsense, while I eat it up. Anyway, I'd love for you to talk about this.

Of course, I had to laugh - "touchy-feely." What? No Kum Ba Yah?

There is lots to say about this topic.

Idealists often want to escape from the harsh realities of life and work. Cynics want to avoid their own responsibility for it. Both are inadequate.

Both are products of human experience that provide the idealist and the cynic a way of managing the emotional demands of life and work. This is isn't touchy-feely. This is the hard edge of reality folks. Our attitudes and behaviors are the result of experience. They are not rational, but more emotional. We rationalize them to give us a reason to act a certain way. But they certainly are not touchy-feely.

I'm a realist, who is also a recovering idealist/cynic. I've been both during my adult life, and neither were effective in helping me develop as a person or develop my work.

What may be viewed as touchy-feely is not a superficial approach just to make everyone feel good. Instead, helping people face reality that is both realistic and opportunistic is my aim. We each need to recognize our potential at the same time recognize the problems that we create in our life and work.

The situation that my friend describes is a management problem. And most managers are not equipped to deal with it. Why? Because most are not trained to deal with people, but with policies and processes. Even in the best of organizations, people and their relationships are a secondary consideration. Why? Because the perception is you can't quantify relationships. I don't agree, but that isn't the point here.

Now, what does my friend do? Do he go confrontational? Does he go touchy-feely? Does he ignore them? Does he push or pull for improvement?

First, recognize that the world isn't perfect, and none of us are.

Second, recognize that a person's negativity is telling you what they care about.

Third, recognize that maintain high standards of performance in life and work require us to lose the fantasy world of idealism and cynicism.

By embracing reality as it is, we see both the opportunities and the problems that are within our control.

The Five Questions - Work-Life Coaching Guide

Check out my Five Questions That Every Person Must Ask . Use this guide to stay focused on what is ultimately important, not what is inconvenient, uncomfortable or irrelevant to your life and work.

I also recommend two books.

Leadership & Self-deception by The Arbinger Institute describes how we put ourselves into a box to avoid having to take responsibility for our life and work. We want to blame our difficulties on other people, situations and circumstances over which we have no control.

Read the sections in Jim Collins' book, Good To Great on The Stockdale Paradox. Here's an earlier post where I wrote about it. Admiral James Stockdale has been an important influence on my thinking for over twenty five years. I think Collins perspective on him provides some helpful insight for how to function in a corporate environment today.

In the end, the best relationships are those where mutual service, respect and trust are the guiding values. Where they are missing, the challenges of attitude and behavior will be evident. Stay true to your own ideals, without being idealistic, and you'll grow to learn how to be effective in a challenging situation like the one you describe.

Thanks for asking. It is a great question.