Jesse Lyn Stoner  As a business consultant, author and executive, I have worked closely with leaders for 25 years helping create engaged workplaces that make positive impact on the world. I hope my blog is helpful for those who want to make a contribution, as a leader at work, in your community, in your family, or in your own life.
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Full Steam Ahead! Unleash the Power of Vision!
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Posted on May 17th, 2012 |
 In my last post, Dig Below Your Dreams to Discover Your Vision, I discussed why it is important to re-connect with your dreams. If you’re not clear about what you really want, you are likely to set goals that will not be truly satisfying once accomplished.
We need to dig below the surface because as we grow older our dreams often go underground.
These activities can help you re-resurface some nuggets to create a vision for what you truly desire.
For each of these activities, consider one of these questions, but don’t try to answer with your rational mind. Getting in touch with what’s below the surface requires relaxation of your normal thinking, judging mind. Suspend your internal critic and allow your thoughts to arise, unedited.
What do I care deeply about?
What do I deeply desire?
What do I really want?
Just hold the question lightly in your mind, unanswered.
Make a collage. Flip through several magazines, and tear out pages with pictures or words that appeal to you. Then select the ones you like best, and paste them on a poster board. Just have fun, and create something that is appealing to you. Later, after you have finished, look at it with an eye toward what it is telling you about yourself. It is a good idea to revisit it over time as new thoughts will emerge each time you contemplate it. (Time: 30-60 minutes. Materials: a stack of magazines, scissors, glue stick and poster board.)
Free-writing, This technique, which was first developed for “writer’s block,” is also quite effective in contemplating these questions. In his book Accidental Genius, Mark Levy describes how it works:
“Freewriting is deceptively simple: Start writing as fast as you can, for as long as you can, about a subject you care deeply about, while ignoring the standard rules of grammar and spelling. Your internal editor won’t be able to keep up with your output, and will be temporarily shunted into the background. You’ll now be able to think more honestly and resourcefully than before, and will generate breakthrough ideas and solutions that you couldn’t have created any other way.”
Choose one question. Set a timer for 15 minutes and start writing. Don’t stop. If you don’t know what to say, write “I don’t know what to say.” Just keep writing even if it feels silly until the timer goes off. Often, the most important nugget emerges in the last 10 seconds.
Five “Whys” You will need a partner to help with this activity.
- Your partner should ask you one of the questions listed above.
- Respond with the first thing that comes to mind.
- Your partner should then ask either, “Why do you really want that?” or “If you had that, then what would you have?”
- Again, respond with the first thing that comes to mind.
- Your partner should repeat that question 4 more times. Each time, you should answer with whatever arises.
For most of us, vision does not appear like a bolt of lightning. It’s like mining for gold. We gather nuggets, and eventually they coalesce into a cohesive picture. Keep mining those nuggets because they truly are precious.
If you know of other activities that help surface nuggets, I invite you to share them here.
My friend Whitney Johnson has a brilliant new book out titled Dare, Dream, Do: Remarkable Things Happen When You Dare to Dream, which is available at bookstores nationwide, as well as on all major online retailers, including Amazon, B&N, Indiebound and others.
My post was inspired by her wonderful book.
Posted on May 13th, 2012 |
 Your vision arises from your hopes and dreams. If you’re not clear about what you really want, you are likely to set goals that will not be truly satisfying once accomplished.
Look below the surface to find the roots of your dreams. You might find that what you thought you wanted is actually a symbol of what you truly desire.
Chris said he dreamed of owning a Porsche. Being a “high potential” in the company, he was well on his way to achieving his goal.
In response to questions like “If you had that, then what would you have?” and “Why do you really want that?” Chris responded,
“We didn’t have much money when I was growing up. My dad left when I was really young, and my grandparents helped raise us kids. We didn’t have a lot of things, but there was a lot of love, and they really wanted the best for us kids. My whole life I heard how important getting an education was so I would be able to get a good job. They scrimped to save money to help us with college. If I can afford a Porsche, it will be proof I’m doing well and that everything they did was worth the effort.”
The “light bulb” moment. A few minutes later Chris said, “It just hit me that I don’t really care that much about cars. My grandfather is a mechanic. He’s the one who cares.”
Upon reflection, Chris realized that a better way to demonstrate to his family that their efforts had paid off was through who he was and how he lived his life, not by what he owned. He also became clear that he did want to make money – but not to buy a car. He wanted to be financially successful so as his grandparents aged, he would be able to help them if they needed it.
What do your dreams signify?
The more clear you are about what your dreams signify, the more easily you will recognize opportunities when they arise. When you are able to clearly describe your dreams, others will think of you when they see opportunities. Even if people want to help you, they can’t if you are vague about what you want.
It’s easier to access our dreams when we are younger.
When he was little, my son loved trucks. Our home was filled with toys and books of fire trucks, construction trucks, and moving trucks. At the age of five he became enchanted with the local garbage truck. Each week he would ask me to take him down to the curb so he could watch up close. While the truck slowly drove by, a man standing on the back would jump off, grab our trash, dump it into the back of the truck and then hop back on the truck. We would say hello as they rolled by.
One day my son told the man that he wanted to be a trash collector when he grew up. The man’s response was, “Stay in school, kid.” Fortunately his dreams were not dashed. At the age of 24, he is in graduate school. But he is also certified as a volunteer fire fighter, spending 50 hours a month at the station where he frequently rides on the fire trucks.
As we grow older our dreams often get squashed, and we must re-discover them.
To create a vision, you must first connect with what you care most deeply about. Suspend your internal judge and critic. Dig below the surface and see what arises. This is the stuff vision is made of.
Don’t limit your yourself by what you think is possible. A vision can overcome seemingly insurmountable obstacles. If you have any doubts about this, consider the story of Terry Fox.
Be proactive, not reactive. Create a vision for what you truly desire, not what you want to move away from. Focus on where you want to go, not what you want to leave behind.
My friend Whitney Johnson has a brilliant new book out titled Dare, Dream, Do: Remarkable Things Happen When You Dare to Dream, which is available at bookstores nationwide, as well as on all major online retailers, including Amazon, B&N, Indiebound and others.
My post was inspired by her wonderful book.
Posted on May 7th, 2012 |
 Back in the good old days, if you were in a position of authority, you could just announce what needed to be done and assume it would be carried out. But times have changed.
As companies expand and become more complex, no matter what organizational structure is in place, people must work with each other across reporting lines. It doesn’t work to say, “Do it because I told you so.”
But were the good old days really so good? Hierarchical systems replicate parent–child relationships and create dependency. Worse yet, authority-based systems are a breeding ground for abuse of power and are prone to creating oppressive work environments.
Leading without relying on authority is a higher evolutionary skill. It supports the development of adult-adult relationships based on mutual objectives. And it helps create work environments grounded in respect for human dignity.
8 Ways to Influence Without Relying on Authority
- Character – Your own character is your greatest source of influence. Do you lead by example and follow through on your commitments? Are you respectful, authentic and trustworthy? People will believe you are motivated by the common good and not personal gain.
- Expertise – Do you have content knowledge and experience? Are you a thought leader? Do you understand the process needed to accomplish the objective? You can influence by providing a clear logic, an explanation of the benefit, and reassurance that it is the right course of action.
- Information – Do you have access to valuable information? You can influence by providing data and proof.
- Connectedness – Do you form close relationships with people? Do they enjoy working with you? Do you engender loyalty? You can influence by appealing to shared values and your emotional connection.
- Social intelligence – Do you offer insight into interpersonal issues that interfere with work and help facilitate resolution of issues? People trust that you’ll be able to help them work together effectively.
- Network – Do you put the right people in touch with each other? Can you garner the endorsements of credible people? People will trust that you will get the support needed.
- Collaboration – Do you seek win-win solutions, unify coalitions and build community? People will trust that you can help them become a high performing team that accomplishes its objectives.
- Funding – Do you have access to financial support? If financial resources are required, it’s easier to influence when you can ensure adequate funding is available.
Build your muscles before you need them.
Too often we rely on one source of influence, and when it doesn’t work, there is no fall-back. If you always influence through the logic of expertise, you will have little impact on those who are more open to an appeal from someone they have a personal connection with.
When you develop more sources of influence, you have more options; and you have the opportunity to step back and consider which is the best source of influence for a particular situation.
3 Guidelines for Influencing Without Authority
- Put it out there. Communicate clearly what you want. First be clear with yourself because if you’re not, it will be difficult to be clear with others. Then make sure you’ve been understood correctly.
- Be transparent. No hidden agendas. Don’t withhold information. Or if you do need to withhold information, provide an explanation of why. People respect a sincere attempt at influence and resent being manipulated.
- Do your best AND be willing to let go. If an appeal to logic doesn’t work, try a different source of influence such as an appeal to values, building a credible network of support, or obtaining financial resources. However, there’s a difference between influencing and driving an agenda. If you are too attached, you are less likely to be heard. At some point, if you have done your best and have not been successful, you need to let it go.
There are no guarantees.
When we move away from a control-base approach to leadership, not all efforts to influence will be successful. Failing to influence does not mean you made a mistake. It might have been a good idea but the wrong time. Or it might have been the wrong idea – maybe you had a blind spot or didn’t see a bigger picture.
When we shift from authority-based to influence-based leadership, we have to accept that we are not always in control. However, the reality is that we actually never were.
Posted on April 30th, 2012 |
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What Happened:
Someone on the leadership team suggested it would be a good idea to identify our values. The regular agenda for the leadership team meetings was already jam-packed, and no one had time for an extra meeting to do this work, so the task was assigned to a few volunteers to bring back to the team. |
The Pitfall:
Seeing values as separate from the real work. The leaders delegated and disengaged. By taking the time as a team to discuss what values they believed were critical to their future, they would have discovered how these values drive the very behaviors they need to accomplish the work. |
| The sub-group members understood it was not a good idea to do the work in isolation, so in an effort to be inclusive, they sent out a survey to the everyone in the organization. |
Lack of conversation. It is only through involvement and dialogue that values becomes more than words on paper – where people clearly understand them and become commited to living them. |
The survey instructions asked people to list their top five values. (The mission statement was not attached).
- Most people listed their own personal values.
- Some people chose values they felt were not currently being lived.
- Some people assumed values like integrity were a “given” and did not list them.
- Very few selected the values they believed were essential to drive the organization’s mission.
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Failure to connect values with purpose or vision. Organizational values need to be more than a reflection of the collective personal values of its members. Because values guide behavior and decision-making, it is important to choose the values that are needed to guide the organization into the future. Simply identifying the values that currently exist describes where you are, but these are not necessarily the values needed to help you get where you want to do. |
| The sub-group had a lively and energizing meeting in which they reviewed the survey results and shared their own views on what values were important. They selected five values: honesty, relationships, teamwork, profitability, and passion. |
Failure to be descriptive. Words mean different things to different people. It is important to provide a clear definition and examples of what the behaviors look like for each of these words. |
| At the next leadership team meeting, the sub-group presented their results. They were congratulated on their work and thanked for their efforts. The leaders believed the task had been accomplished, and there was no further discussion on the subject. The values were published and listed on the website. Today, nothing is different as a result of this activity; and if you ask leaders what the values are, they would need to look them up. |
Lack of accountability. No processes were set up to monitor whether the values were being modeled by leaders or lived throughout the organization, to help resolve values conflicts, or to provide consequences for serious violations. Without accountability, the effort of identifying values becomes simply an activity to check off a list, rather than a guiding force in your organization. |
Posted on April 22nd, 2012 |
Guest post by Todd Nielsen
Vision, strategy, and goals are important …but they are not enough. One of the greatest challenges in business—and frankly, one of the greatest challenges in life—is doing the things necessary to make one’s vision a reality.
To ensure the realization of your vision, you need to set up structures and processes that act as guardrails to keep you from falling off the path.
Four Strategies to Make Your Vision a Reality
1. Get Organized
Before you begin down the path of execution, spend some time getting yourself organized by creating processes and checklists to help you stay on track. I use a daily planning agenda, a weekly planning agenda, and a social media checklist. I also set up recurring emails, as well software systems for tracking my progress and reminding myself of deadlines and tasks.
Meet with your key stakeholders to make sure they support not only your vision, but also the specific efforts you will be making to achieve it.
2. Tracking & Measurement
Consistently tracking and measuring your progress will help maintain motivation and keep you aware of how you’re advancing toward your goal.
There are many tools available to help you do this. From a simple checklist, a spreadsheet, mind-mapping software, project management software, or software designed for goal tracking. I use software called Goal Enforcer.
Whatever you decide to use, you need to configure it and set up specific processes for how you will use it: when you will record your progress, and how you will measure the advancement towards your goal.
Tracking is important because, as you measure your progress and gain greater insight into your journey, you may have to adjust your course and alter your plans.
3. Accountability
It’s too hard to do this alone. Set up a regular time to meet with a coach or a partner to help keep you accountable. It can work well to make an agreement with a partner where it is mutual – where you help keep them accountable for their own plans and goals as well.
Choose someone who is genuinely concerned with the success of your vision, who will be brutally honest with you, and who will not accept excuses. Make agreements on how they will encourage you, keep you on track, and push you to do your best.
4. Rewards
While you may think the thrill of achievement will be enough motivation to keep you progressing to the end; it is important to set up reward(s) for achievement of your vision, and/or smaller rewards as you reach certain milestones.
For me, I chose a trip to Europe or Asia, as my big reward for reaching my 2012 goals. Whatever your reward is, make sure it is big enough to keep you moving through the tough times. Creating smaller rewards as you reach milestones is also beneficial. Rewarding yourself for achievement is a much more effective alternative to beating yourself up for non-achievement.
These four strategies: getting organized, tracking, accountability, and rewards will help keep you on the path of execution to transform your vision into reality. The journey may not be easy, but the reward will be worth it.
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Todd Nielsen has extensive leadership experience as a CEO, COO, president, & vice-president of companies in the IT & telecommunication industries. He writes about leadership at his blog: A Slice of Leadership. You can learn more about him and connect with him on Twitter, Facebook, & LinkedIn.
Posted on April 19th, 2012 |
It can come as quite a shock to discover that everyone doesn’t experience the world the same way you do. They don’t necessarily perceive it the same way, nor are they driven by the same desires and needs, nor do they evaluate their experience the same way you do.
Basic temperament is inherent at birth. We can see it in newborn infants – some are placid and sleep easily, others are alert, others agitated easily. What you experience as you grow up shapes your personality and goals, but your temperament remains an unconscious lens through which you filter your experiences.
I love watching the light bulb go on when leaders get how fundamentally different temperaments are … and more importantly, that teams really need these differences in order to perform at a high level.
Capitalizing on differences is essential to success in business.
When two men in business always agree, one of them is unnecessary. ~William Wrigley, Jr.
One of the most powerful ways for people to learn to work together in teams is though helping them understand and value differences. It’s also important for those seeking to increase their emotional and social intelligence, whether in a leadership role or as an independent contributor.
There are several models that illustrate differences, each looking at underlying type from a slightly different perspective, but each providing a solid basis for understanding human behavior. For each of these models some useful ways of identifying and understanding differences have been developed. Three of my favorites are:
- William Schutz’s Theory of Interpersonal Relations: FIRO – 3 Dimensions
- Carl Jung’s Psychological Types: Myers & Briggs – 16 Types and Keirsey – 4 Temperaments
- George Gurdjieff’s personality system: Enneagram – 9 Types
In teambuilding, I usually use Keirsey’s 4 Temperaments or Schutz’s FIRO because they are simple to explain and quickly understood. They get the point across quickly that there really are fundamental differences in perceptions, that none is best, and that we need each other. If there is more time, I use the 16 Types through the MBTI or PersonalityType.
At a personal level, I prefer the Enneagram because of its richness and because it describes a path for growth. But it can take a long time to fully understand what this complex model has to offer. And I respect it too much to over-simplify it. So, while I have used it for my own personal work and understanding, I have not used it in coaching or training.
However, after reading InsideOut Enneagram by Wendy Appel I was delighted to find a book on the Enneagram I would recommend to leaders.
Appel lays out the fundamentals of the Enneagram without over-simplifying it. Well-researched and well-grounded in the theory, her book is easy to understand and use. As a bonus, it is beautifully written and inspiring.
InsideOut Enneagram gives a clear description of each of the 9 Types and provides practical advice on how to get unstuck and further your development. The messages are clearly illustrated through numerous examples, as well as by an interesting case study woven throughout the book.
Appel covers a lot of territory in her book. She provides the tools, a roadmap and a glimpse of the destination. It is a reference book, a workbook and a journal, laced with questions for your own self-reflection.
InsideOut Enneagram is a guide book for a worthwhile journey that will make you a better leader in all aspects of your life.
Posted on April 15th, 2012 |
“I think collaboration can be a good idea and I probably should involve others more in decision-making. But it really slows things down. I can’t involve people in every little detail or we’ll never get anything done around here,” Jim remarked, waiting for my response.
Jim’s natural style was just do it and until recently it had paid off. Now he had gotten feedback he was too much of a Lone Ranger.
Jim was right – you shouldn’t have to compromise on delivering results, and it is a bad idea to involve people in every little detail. Jim needed some guidelines to help him adjust his natural tendencies without going overboard.
Three guidelines to determine when to involve others in decisions:
- Buy-in: Do you need buy-in to implement the decision?
If others will need to implement this decision, it’s best to involve them early on. The more people are involved, the better they understand the issues and the stronger they are committed to the decision – which ensures faster and more effective implementation. Seeking their input before you make the decision helps. But inviting them to actually participate in the decision-making process creates stronger buy-in and also builds their leadership capabilities for the future.
- Information: Do you have all the information you need?
Do you have enough expertise on the topic to make an intelligent decision on your own? One danger with complex situations is you might not know what you don’t know.
- Impact: How important is the decision?
- If this is about office supplies, don’t waste your time. Delegate it or do it yourself.
- If the impact is high and buy-in is needed, collaborate. Make the decision with your team. Involve those who will be impacted by the decision. You need the good thinking of all as well as their commitment.
- If buy-in is not needed but it is high impact, test your thinking with others to make sure you’re on track. They might see something you’re not aware of.
What About Urgency?
Urgency is not listed because too often it is used as an excuse for making unilateral decisions. Obviously if the fire alarm is ringing and the building is filled with smoke, you shouldn’t call a team meeting to discuss it. However, sometimes when you see smoke, there’s more time than you think. Not everything is as urgent as it seems. One of the principles of managing change is from “The Lesson of the Tortoise and the Hare” – going slow in the beginning can help you get farther faster.
Posted on April 10th, 2012 |
 The president of the company created a multi-disciplinary task force to research what would be required of leaders in the company to be successful in the next decade. We were all pleased to be selected to be on the team. We thought it was a worthwhile project, liked and respected each other, and looked forward to the opportunity to work together.
We completed our charge within a few months, producing a comprehensive analysis that was distributed throughout the company and widely acclaimed.
One of our recommendations was to create an instrument to measure these qualities in our current leaders and for use as a benchmark for future development. Our team decided to stay together for this additional piece of work as we were invested in the project and wanted to keep working together. We added a couple of resources with the needed expertise and enthusiastically began working on the instrument.
A year later, we were still in development. Our initial research had forced us to modify our model, the development process was more extensive than we had anticipated, and we had to make cuts due to budgetary constraints.
As a team, we still liked each other, but it wasn’t as much fun working on the project anymore. Personally, I was losing interest, sensing this project was not an organizational priority. And when additional work was required, no one quickly volunteered the way we used to do. We kept plodding along, but progress was painfully slow.
We eventually did complete the instrument. It was used for a while, but never widely adopted. And today, most people in the company are not aware of it.
What was the turning point? When did our exciting project begin to fail? Could we have anticipated and prevented the slow demise of our high performing team?
Answer: There was no turning point. We had succumbed to Team Drift.
Teams quickly realize they’re off course when something big occurs, like when a new manager is assigned to the team or when a key team member leaves.
But Team Drift is different. Team Drift occurs as a result of a series of small things, each one not significant but the total of which have a cumulative impact.
Team Drift is the slow erosion over time where a once high performing team loses its focus and capabilities without team members recognizing what is happening.
Five Considerations That Could Have Prevented Team Drift
- Organizational Support: The team was setup by the president. We didn’t test whether others in the organization supported it.
- Organizational Need: Although the model had been widely acclaimed, we didn’t do a needs-analysis to determine there was a perceived need for a tool to measure it.
- Vision: We didn’t formally revisit our vision or where we were in relation to it.
- Scope Shift: As budgetary issues became more and more of a constraint, we continually shaved away at the scope of the project without considering whether what we were creating was aligned with our vision.
- Momentum: When we started losing interest and stopped having fun, none of us raised the question of whether the project still made sense.
Were we guilty of continuing our team because we just didn’t want to end it?
Posted on April 3rd, 2012 |
 The excitement and energy was palpable. The company was poised on the brink of a transformation that would make it an industry leader. Ready to take the leap, Richard, the president, asked me to facilitate a strategy meeting with the senior leaders.
In preparation for the meeting, I interviewed each of the five senior leaders. All quite bright and accomplished in their area of expertise, they were articulate about the issues they faced as a team and as a company, what they had done to address them and their thoughts on what needed to happen next – a high powered group.
Interestingly, however, when I asked them about the vision for the company, they each told me I should discuss that with Richard.
I interviewed Richard last. An intelligent man and passionate about the future of his company, he was quite clear about where he wanted to take the company. And he was confident that he had put together the right leadership team to take them there.
When I asked Richard to tell me more about the vision, he was surprised that his team hadn’t already clearly explained it to me.
This is the first clue that Richard was a charismatic leader, not a visionary leader.
How a Charismatic Leader and Visionary Leader Are Similar
Both a visionary leader and a charismatic leader provide a clear picture of a desirable future that inspires excitement and engenders commitment.
Both create transformational change within their organization.
Both create exciting, energized work environments.
Because they are so similar, it is possible to think they are the same.
The difference often doesn’t become apparent until the leader leaves.
With visionary leaders, the “glue” is the shared vision. Because the vision is understood and owned by the people throughout the organization, it continues to provide guidance after the leader has gone. Consider the seamless transition at Southwest Airlines when Herb Kelleher stepped down as president because the vision had been internalized through out the company.
Personality is not the issue. A visionary leader might have a charismatic personality …or not.
The question is: what is the “glue” that holds the organization together?
With charismatic leaders, the “glue” is the force of their personality and their own personal vision. There is a dependency on their presence to ensure things move forward. And when they leave, the magic disappears. For example, when the charismatic chairman of Sony, Akio Morita, stepped down, Sony lost its market leadership in electronics. And Walt Disney’s death in 1966 ushered in nearly two decades of unsettled leadership.
Dependence on a charismatic leader is often the case in mid-size and family-owned businesses, where the “sparkle” is dependent on the charismatic personality of the founder. A critical juncture in the life of these organizations is whether they can make the transition from leader dependency to a shared vision…unless, of course, they are lucky enough to find another charismatic leader as a replacement.
Seven Questions to Help you Tell the Difference
- Clarity – Do people really understand what the company is about, where it is going, and what is needed to get there? Can they clearly explain it to others?
- Ownership — Are people motivated by a sense of ownership for the vision or are they motivated by loyalty?
- Attention —Are people focused on strategy and how to further the vision or are they focused solely on implementation?
- Independence — Do people make strategic decisions on their own or do they wait for direction and permission?
- Creativity — Do people envision ways to enrich the vision? What happens when they do?
- Accountability —Do people tolerate “bad behavior” on the part of the leader because the leader is brilliant?
- Decision-making — At critical junctures, can people anticipate what’s needed and make good decisions?
This applies to leaders at all levels. Whether you are the leader of a team, department or the company, if you think you might have been holding your team together through the force of your personality, consider creating a shared vision now, in order to ensure the continuity of what you have begun.
Posted on March 25th, 2012 |
 I don’t need a crystal ball to see what will be required of leaders in the future. All I need to do is look around.
Most of the companies I work with these days are multi-national – not because I am changing, but because companies are changing. They are expanding, becoming larger and more complex as they seek to establish a presence in new markets.
These changes require some new sets of leadership skills. I believe these skills will soon be required of leaders in all types of organizations. Driven by technology, our interconnection and inter-dependence as individuals, as companies, and as countries are expanding exponentially.
I do need a crystal ball to see if leaders will adopt these skills – because some of them require significant shifts.
1. Painting a very clear picture of where the organization is going.
Because leaders cannot be physically present to manage and control, the only way they can be sure their people are working in a concerted effort is to create a shared vision, guiding values and clearly articulated strategies. Although a lot of lip-service has been given to this subject, less than 10% of the companies we’ve surveyed and observed have a clear vision that is really understood and embraced throughout the company. As companies continue to expand, lack of a guiding framework will cause more serious problems unless leaders at all levels understand this is one of their primary responsibilities.
2. Managing the Mid-Space.
It used to be that strategy was the province of the top of the organization, and the bottom was responsible for execution. We have learned this disconnects leaders from the realities of the organization. Leaders at all levels need to think both strategically and tactically. “Managing the Mid-Space” describes seven things leaders need to do to connect the mid-space between the vision and execution.
3. Developing leadership capacity.
The development of leadership capabilities is a business issue. There is no longer a separation between soft and hard. Leaders need to understand that they are responsible not only for business results but also for developing future leaders. Therefore they must hold their people as accountable not only for delivering results but also for how they accomplish them.
4. Valuing and effectively utilizing diversity.
We must shift from traditional approaches to solving problems to utilizing the perspectives that others bring because of their gender, nationality, etc. If there is any question in your mind about this, watch this wonderful video clip of Halla Tomasdottir‘s Ted Talk on December, 2010 on how her financial services firm used 5 traditionally “feminine values” to help Iceland recover from their economic collapse in 2008. Tomasdottir emphasizes that feminine is not better than traditional male. We must adopt a “both/and” mentality and embrace the richness that is missing.
5. Influencing without direct reporting relationships.
As companies expand and become more complex, no matter what organizational structure is in place, people must work with each other across reporting lines. A leader will no longer be able to say, “Do it because I told you so.” Your ability to influence is dependent on your credibility and character.
6. Collaborating across boundaries.
One person cannot have all the answers, nor can one group. The complexities of the organizations and the challenges they face demand that work be organize around the right people, regardless of what department they reside. Silos didn’t work well before. They are impossible in this world.
7. Using technology to manage at a distance.
Technology has created many of these challenges. It also holds the answer. Nothing will ever replace the value of face-to-face time, but the reality is that most teams will be working together at great physical distances.
8. Driving profits through principles and values.
Organizations are made up of people. When we take a big picture and long-term view, we cannot afford to treat employees as commodities. For organizations to be effective and sustainable in the long-term, leaders must take into account the social and environmental impact of their actions.
This post was written for the “The Future of Leadership Series” hosted by Ted Coine and Shawn Murphy on their Switch and Shift Blog.
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