Connecting the unconnected is a challenge faced by all generations. Each has its own idea of right and wrong. Each believes it has the answer and each thinks all others, well, “just don’t get it.” Breakthroughs occur when the different generations come out of isolation to seek understanding of the whole, beyond their limited generational knowledge.
Members of separate generations can begin by seeking common ground where there is little if any disagreement. Starting with agreement creates a climate that permits ideas to mate and allows their offspring to prepare the way for innovations which in turn generate broader solutions to issues facing the whole. The offspring of each idea engenders new questions for analysis stimulating an environment where all generations contribute from a vantage point in their life’s journey. In this playful milieu new connections are uncovered giving dawn to unique thoughts that generate innovative ideas. The goal is that each innovative idea will grow in influence, without coercion or fear of rejection. The most cohesive innovative ideas will emerge at the forefront forming a consensus from which all generations will act.
This evolution allows each generation to participate and learn from the other. It requires constant dialogue to help others “get it” without proclaiming winners or losers. It is a path destined to lead the whole organization to new beginnings because everyone has had a voice in the process. With this process firmly in place, the whole will move quickly to execute and be prepared to act collaboratively if hurdles arise. A new paradigm has been created crossing all generations.
Sunday, November 28, 2010
Sunday, October 31, 2010
October 2010 Deep Insights
In today’s world, organizational performance is measured in a variety of ways: by the public, by Stockholders, vendors, executives, Wall Street, international market evaluators and financial institutions; by employees; by governments and the list continues to grow. What was once a simple metric has become a complex algorithm with input from constituencies far and wide. Organizational report cards are no longer controlled by the organization’s annual report or its PR releases. Report card opinions are published second by second through obscure internet sources dedicated to their purpose not the organizations.
Issues no longer remain local. They are rapidly reported to national, international, and global constituents. Pictures and videos instantly go viral spiraling into the inboxes of unknown observers worldwide. Performance has become transparent. Bad news travels at the speed of the “internet” while good news is destined to drown; hindered by mankind’s inability to accept good news without first authenticating it. The quest for organizations is to develop trust with their audience, who will then spread good news at a frequency that yields its own authenticity.
Trust begins with local entries of good news, substantiated by people who live and work together in the same organization and community; those who know the truth. They can spread the word through a viral attack of their own, develop a culture of sharing truths not rumors; and become a voice for good news. Their efforts will be monitored by those same unknown web observers who will now be silenced by the good news travelling at “internet speed.” Local reporting is the spark which will drive organization’s reality: it is the beginning of global perceptions. Remaining voiceless gives permission to others to set report card parameters that are not in line with organizational mission truths. Therefore, organizations must place themselves online in a way that will encourage locals who use Facebook, Twitter, and/or Youtube to verify the organizations unique image and its stellar performance.
Social Media is the new voice of positive and negative information about an organization. Don’t leave your image to the naysayers. Positive voices must be heard becoming inspiration for constructive activities securing future benefits for everyone.
Issues no longer remain local. They are rapidly reported to national, international, and global constituents. Pictures and videos instantly go viral spiraling into the inboxes of unknown observers worldwide. Performance has become transparent. Bad news travels at the speed of the “internet” while good news is destined to drown; hindered by mankind’s inability to accept good news without first authenticating it. The quest for organizations is to develop trust with their audience, who will then spread good news at a frequency that yields its own authenticity.
Trust begins with local entries of good news, substantiated by people who live and work together in the same organization and community; those who know the truth. They can spread the word through a viral attack of their own, develop a culture of sharing truths not rumors; and become a voice for good news. Their efforts will be monitored by those same unknown web observers who will now be silenced by the good news travelling at “internet speed.” Local reporting is the spark which will drive organization’s reality: it is the beginning of global perceptions. Remaining voiceless gives permission to others to set report card parameters that are not in line with organizational mission truths. Therefore, organizations must place themselves online in a way that will encourage locals who use Facebook, Twitter, and/or Youtube to verify the organizations unique image and its stellar performance.
Social Media is the new voice of positive and negative information about an organization. Don’t leave your image to the naysayers. Positive voices must be heard becoming inspiration for constructive activities securing future benefits for everyone.
September 2010 Deep Insights
Many organizations develop strategy in an executive vacuum. Tactics are structured by managers who are removed from day to day responsibilities and activities. Execution is dictated to front line personnel through meetings, memos or directives. They are to do, not ask why; not point out flaws or make suggestions to enhance or change tactics or strategy; they are confronted with compliance. They are “CHOICELESS DOERS.”
Organizational research statistics gathered throughout the decades have established that more strategies fail than succeed. To understand this failure rate one must look to the structural dynamics of the strategy, tactics and implementation architecture used by organizations. Executives who create strategy represent 10% of the organization’s population and do not structure tactics. Managers or organizational staff personnel, who make up 20% of the organization, create tactics but are removed from those who are held accountable for execution. Those who are accountable for successful strategy and tactical execution represent 70% of the organization’s population. Consequently 30% of the population sets the criteria by which 70% of the population’s execution and strategy implementation, success or failure will be judged; 30% of the population demands compliance and can blame poor strategy or tactics on the 70% for non compliance. “CHOICELESS DOERS” are invisible.
Organizations that convert “CHOICELESS DOERS” to research analysts, active strategy evaluators and tactical testers raise their potential for successful implementation, beyond compliance to commitment. They encourage “CHOICELESS DOERS” to learn while executing. They are taught to make corrections and to analyze tactics, not place blame. They are given resources and coaching when struggling with failure. They are challenged to take risks. They are given a voice and responsibility with authority to alter unsuccessful tactics which inhibit strategic progress. They are recognized for their contribution to successfully implemented tactics for strategic goals. They become “EXPERT DOERS.”
Organizational research statistics gathered throughout the decades have established that more strategies fail than succeed. To understand this failure rate one must look to the structural dynamics of the strategy, tactics and implementation architecture used by organizations. Executives who create strategy represent 10% of the organization’s population and do not structure tactics. Managers or organizational staff personnel, who make up 20% of the organization, create tactics but are removed from those who are held accountable for execution. Those who are accountable for successful strategy and tactical execution represent 70% of the organization’s population. Consequently 30% of the population sets the criteria by which 70% of the population’s execution and strategy implementation, success or failure will be judged; 30% of the population demands compliance and can blame poor strategy or tactics on the 70% for non compliance. “CHOICELESS DOERS” are invisible.
Organizations that convert “CHOICELESS DOERS” to research analysts, active strategy evaluators and tactical testers raise their potential for successful implementation, beyond compliance to commitment. They encourage “CHOICELESS DOERS” to learn while executing. They are taught to make corrections and to analyze tactics, not place blame. They are given resources and coaching when struggling with failure. They are challenged to take risks. They are given a voice and responsibility with authority to alter unsuccessful tactics which inhibit strategic progress. They are recognized for their contribution to successfully implemented tactics for strategic goals. They become “EXPERT DOERS.”
Tuesday, August 31, 2010
August 2010 Deep Insights
Guesstimates used as measurements are founded in subjectivity; framed through anecdotal evidence filtered by individual biases. They lead to excuses, long overdrawn meetings, continued misguided effort and always add additional burdens for everyone to carry.
The uses of guesstimates are a signal for organizations to dissect the issue at hand until hard objective measurements become visible. The process of dissection requires critical path definition and analysis, compartmentalization of the critical path value added activities, a division of the parts within each compartment, and the resolve of participants not to accept anecdotal analysis. Each compartment must be studied to determine its exact contribution to the whole and where its order falls on the critical path. When order is established, individual parts within a compartment can be more closely inspected to understand their contribution to the compartments participation in the whole. Compartment contributions must lead to successfully transferring finished quality products to the critical path for next steps. With dissection, statistical data can be collected building measurements to alert everyone that a crisis is brewing. It is not enough to know when a crisis occurs, measurements should forecast and sound an alarm, creating an environment, not of solving crisis but of forestalling.
Guesstimates will never allow forestalling activities to occur. Organizations must create a culture of forestalling activities with measurements that will forecast crisis, not report a historical event, their future success is at stake.
The uses of guesstimates are a signal for organizations to dissect the issue at hand until hard objective measurements become visible. The process of dissection requires critical path definition and analysis, compartmentalization of the critical path value added activities, a division of the parts within each compartment, and the resolve of participants not to accept anecdotal analysis. Each compartment must be studied to determine its exact contribution to the whole and where its order falls on the critical path. When order is established, individual parts within a compartment can be more closely inspected to understand their contribution to the compartments participation in the whole. Compartment contributions must lead to successfully transferring finished quality products to the critical path for next steps. With dissection, statistical data can be collected building measurements to alert everyone that a crisis is brewing. It is not enough to know when a crisis occurs, measurements should forecast and sound an alarm, creating an environment, not of solving crisis but of forestalling.
Guesstimates will never allow forestalling activities to occur. Organizations must create a culture of forestalling activities with measurements that will forecast crisis, not report a historical event, their future success is at stake.
Sunday, August 8, 2010
Deep Insights July 2010
Strategy execution reviews are an assignment to assess organizational performance but in today’s technology revolution an environment of transparency must permeate the organization. Is transparency culturally accepted? Are we at the right place at the right time? Have we kept current strategy as a number one priority? Do we monitor everyone’s contribution? Do we reward results over effort? These guiding questions should carry positive responses from Management and Employees.
Five steps are necessary to anticipate positive answers to these questions:
1)Execution of strategy begins with a navigational measurement process which will determine areas that require more resources before the organization falls behind.
2) The process of creating navigational measurements should begin by tracking the learning required to achieve successful execution. If the organization is not learning new skills to create processes that enhance customer perspective, the difficulty of reaching financial goals grows exponentially more cumbersome.
3) Forums must be designed to keep learning in everyone’s view. These forums will become an integral tool to keep focus on priorities and not allow crisis to hinder current activities required to successfully reach strategy execution.
4) Crisis is not an excuse to postpone but an opportunity to develop ambidextrous skills. Organizations must summon and reach deep to solve the crisis and stay in touch with the future strategy.
5) Public dashboards should display success or failure for all observers and be on display for all to view. There are no secrets; transparency promotes candid conversations which lead to collaboration and creative resolution for crisis and strategy execution.
Transparency is a way of life that allows organizations to achieve continued success. They develop ambidextrous skills dealing with day to day crises yet maintain their resolve to lead themselves into executing strategy for the future. Transparency becomes the stage for recognition of those who choose results over effort.
Five steps are necessary to anticipate positive answers to these questions:
1)Execution of strategy begins with a navigational measurement process which will determine areas that require more resources before the organization falls behind.
2) The process of creating navigational measurements should begin by tracking the learning required to achieve successful execution. If the organization is not learning new skills to create processes that enhance customer perspective, the difficulty of reaching financial goals grows exponentially more cumbersome.
3) Forums must be designed to keep learning in everyone’s view. These forums will become an integral tool to keep focus on priorities and not allow crisis to hinder current activities required to successfully reach strategy execution.
4) Crisis is not an excuse to postpone but an opportunity to develop ambidextrous skills. Organizations must summon and reach deep to solve the crisis and stay in touch with the future strategy.
5) Public dashboards should display success or failure for all observers and be on display for all to view. There are no secrets; transparency promotes candid conversations which lead to collaboration and creative resolution for crisis and strategy execution.
Transparency is a way of life that allows organizations to achieve continued success. They develop ambidextrous skills dealing with day to day crises yet maintain their resolve to lead themselves into executing strategy for the future. Transparency becomes the stage for recognition of those who choose results over effort.
Deep Insights June 2010
Today the world of change is not limited to the space you occupy. Change also occurs in the space around you and it is this outer space that must be watched to identify what might be. What influence would an event in an outside world have on an outcome in your world? What discovery in a discipline adjacent to your world could alter your operating standards? When another society adjusts its people’s rights, will it affect your world? The fear of not knowing what you don’t know is present. If you are not addressing this issue by gathering information, you may suffer the crisis of “the unexpected surprise.”
Data gathering in the accelerated era of change requires everyone to be engaged. Leadership must challenge individuals to go beyond their daily chores to devote time and energy to research and identify pockets of collaborative data that will influence outcomes that have never before been possible. Yesterday is the data, NEXT is the action. Most organizations stop researching at historical events without taking the next step to understand how those events will predict their future. Organizations must realize the importance of everyone’s participation to enhance their ability and maintain creative solutions for survival under extreme change conditions. The significance of not being concerned about the speed with which change occurs is difficult to address because people can fixate on instant solutions that appear successful but soon show weaknesses or are no longer innovative. There is no time for celebration or relaxation. Leadership has a responsibility to maintain a constant vigil, driving weak signals to the forefront for continuous dialogue by everyone. The connections of your world to the world outside you are not always obvious. Only those with a broad information sourcing initiative will be capable of sustaining their product leadership.
Success is spelled in these words; everyone not someone, broad research not narrow, dialogues for collaborative connections, originals not copies, create don’t manage and lead do not follow.
Data gathering in the accelerated era of change requires everyone to be engaged. Leadership must challenge individuals to go beyond their daily chores to devote time and energy to research and identify pockets of collaborative data that will influence outcomes that have never before been possible. Yesterday is the data, NEXT is the action. Most organizations stop researching at historical events without taking the next step to understand how those events will predict their future. Organizations must realize the importance of everyone’s participation to enhance their ability and maintain creative solutions for survival under extreme change conditions. The significance of not being concerned about the speed with which change occurs is difficult to address because people can fixate on instant solutions that appear successful but soon show weaknesses or are no longer innovative. There is no time for celebration or relaxation. Leadership has a responsibility to maintain a constant vigil, driving weak signals to the forefront for continuous dialogue by everyone. The connections of your world to the world outside you are not always obvious. Only those with a broad information sourcing initiative will be capable of sustaining their product leadership.
Success is spelled in these words; everyone not someone, broad research not narrow, dialogues for collaborative connections, originals not copies, create don’t manage and lead do not follow.
Friday, June 4, 2010
May 2010 Deep Insights
Generations have struggled with change for eternity. Believing the future cannot deliver its potential until everyone adopts their truths, each generation created a process that allows others to embrace their truths without resistance. Each generation believes they invented this process. As time passes, the elder generation, having invented its own truths, stands firm to resist the transition. The generation initiating the new wave of truths finds an even younger generation nipping at their heels. Each successive generation is unaware that they are a part of a cycle that has survived time, a cycle that enables each to reach its goals. New truths are omnipresent and as they emerge each generation is brought full circle, recognizing they too will face a world of uncertainty as they now struggle to change. The struggle is best described by Machiavellian’s PRINCE:
“It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who would profit by the new order. This lukewarmness arises partly from the fear of their adversaries, who have the laws in their favor; and partly from the incredulity of mankind, who do not truly believe in anything new until they have had the actual experience of it.”
The answer to navigating the new world lies within mankind, if each generation embraces the reality that new order brings new truths. New truths develop yet another new order. No order is for eternity. The cycle will begin again and again. Leaders must encourage others to embrace the process of dialogue as described in Appearances and Realities:
“If people who do not understand each other at least understand they do not understand each other, then they understand each other better than when, not understanding each other, they do not even understand that they do not understand each other.”
The individual’s challenge is to adopt a mind set of curiosity not certainty. Answering the question, “How can I remain open to the information I lost when I went looking for the information I found.”
“It must be considered that there is nothing more difficult to carry out, nor more doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who would profit by the new order. This lukewarmness arises partly from the fear of their adversaries, who have the laws in their favor; and partly from the incredulity of mankind, who do not truly believe in anything new until they have had the actual experience of it.”
The answer to navigating the new world lies within mankind, if each generation embraces the reality that new order brings new truths. New truths develop yet another new order. No order is for eternity. The cycle will begin again and again. Leaders must encourage others to embrace the process of dialogue as described in Appearances and Realities:
“If people who do not understand each other at least understand they do not understand each other, then they understand each other better than when, not understanding each other, they do not even understand that they do not understand each other.”
The individual’s challenge is to adopt a mind set of curiosity not certainty. Answering the question, “How can I remain open to the information I lost when I went looking for the information I found.”
Sunday, April 25, 2010
April 2010 Deep Insights
Chaos begets change, is a driver of creativity and a reason to be in existence. Too often people fear chaos and try to bring order. When, in fact, they should embrace chaos, drawing lessons to improve their existence and others.
No control in chaos provides an observation platform to examine how individual parts influence the whole. The observation platform will drive energy for creativity, raising the flow of options available for solutions and innovations. Although uncomfortable, chaos is a friend that helps organizations challenge a premise of one size fits all. Chaos is a friend that requires individual solutions which are adaptable for others to consider, revise, and move into their environment. Chaos is a friend who forces organizations to think of the whole, not parts. Chaos is a friend who nudges everyone to think and solve their own issues with urgency; working collaboratively with others, not waiting for others to give them the answers. Chaos is an environment where minds are equal and the resolution resides with many rather than a few.
Full control of chaos is the discipline to see the whole not just parts. Energy is created when the power of the idea is uncovered. Chaos is uncontrollable; Chaos is a test of resolve, a test of character, a test of retaining strength and endurance. Chaos ignites activity and collaboration, opening minds to connect the disconnected. Chaos is the platform for innovation, the source of will power for executing next steps, the motivator for inspiration. Chaos is an agent of change and learning, preparing people to see what has not been seen; preparing them for a chaotic future. Chaos is a game of thinking and leading, not doing as told, which will be played for eternity. There is no end. It is a game of asking for forgiveness not permission to take action, there is no right answer only options to execute and examine their consequences. Its lessons are archived in literature and have been passed from generation to generation.
When chaos surfaces: No control is full control. Full control is no control.
No control in chaos provides an observation platform to examine how individual parts influence the whole. The observation platform will drive energy for creativity, raising the flow of options available for solutions and innovations. Although uncomfortable, chaos is a friend that helps organizations challenge a premise of one size fits all. Chaos is a friend that requires individual solutions which are adaptable for others to consider, revise, and move into their environment. Chaos is a friend who forces organizations to think of the whole, not parts. Chaos is a friend who nudges everyone to think and solve their own issues with urgency; working collaboratively with others, not waiting for others to give them the answers. Chaos is an environment where minds are equal and the resolution resides with many rather than a few.
Full control of chaos is the discipline to see the whole not just parts. Energy is created when the power of the idea is uncovered. Chaos is uncontrollable; Chaos is a test of resolve, a test of character, a test of retaining strength and endurance. Chaos ignites activity and collaboration, opening minds to connect the disconnected. Chaos is the platform for innovation, the source of will power for executing next steps, the motivator for inspiration. Chaos is an agent of change and learning, preparing people to see what has not been seen; preparing them for a chaotic future. Chaos is a game of thinking and leading, not doing as told, which will be played for eternity. There is no end. It is a game of asking for forgiveness not permission to take action, there is no right answer only options to execute and examine their consequences. Its lessons are archived in literature and have been passed from generation to generation.
When chaos surfaces: No control is full control. Full control is no control.
Wednesday, March 24, 2010
March 2010 Deep Insights
Succession planning is often a discussion limited to the Executive Suite when it should be organization wide, based on developing future skills to compliment current skills. The environment we live and work in has changed throughout history; environmental changes should not be a crisis situation for any organization.
Succession planning begins with recruiting candidates who fit a profile for today’s environment and have the ability to adapt to tomorrows. Once identified, candidates should be tested for learning capabilities, ability to collaborate in a diverse workforce and desire to make contributions. Interviews should be conducted with a profile of the perfect fit in mind to determine if the person’s skills match today’s needs. The interviewers must also determine the persons desire to adapt and learn new skills as the work environment changes. Interviews should be conducted by at least three employees with the policy of if “yes” then onto the next interview and if “no” then an exit the process is initiated. Hiring should never be a speed process. Slow and cautious will bring the best results.
Next, the organization must take steps to ensure that the employee understands what it will take to pass muster in the organization, to whom they report and to whom they can ask for support. Structured feedback intervals should be established with exact criteria for positive reports. New employees should be encouraged to be proactive in their responsibilities; seeking collaboration with seasoned workers to share their observations or recommendations. Finally, in this second step the new employee should understand they are evaluated not only by a manager but that their peers will also provide input.
Once on the team, employees should be aware of the skills they are expected to develop and recognized for the skills they already have. Unfortunately, this “development” stage is often the missing ingredient in succession planning. Too often companies do not connect learning new skills to strategy. Consequently, they find themselves in a crisis with few or no people who have the skills to execute. Strategy must be studied in terms of the skills required to execute tactics, and against an inventory of available skills. Through this process an organization can determine gaps and initiate the training required with enough time to become proficient in those needed skills, before execution. Development of skills according to position is integral for successful succession from one strategy to another.
Succession is not an executive program it is an organizational strategy that must begin at the beginning, regardless of the entry position.
Succession planning begins with recruiting candidates who fit a profile for today’s environment and have the ability to adapt to tomorrows. Once identified, candidates should be tested for learning capabilities, ability to collaborate in a diverse workforce and desire to make contributions. Interviews should be conducted with a profile of the perfect fit in mind to determine if the person’s skills match today’s needs. The interviewers must also determine the persons desire to adapt and learn new skills as the work environment changes. Interviews should be conducted by at least three employees with the policy of if “yes” then onto the next interview and if “no” then an exit the process is initiated. Hiring should never be a speed process. Slow and cautious will bring the best results.
Next, the organization must take steps to ensure that the employee understands what it will take to pass muster in the organization, to whom they report and to whom they can ask for support. Structured feedback intervals should be established with exact criteria for positive reports. New employees should be encouraged to be proactive in their responsibilities; seeking collaboration with seasoned workers to share their observations or recommendations. Finally, in this second step the new employee should understand they are evaluated not only by a manager but that their peers will also provide input.
Once on the team, employees should be aware of the skills they are expected to develop and recognized for the skills they already have. Unfortunately, this “development” stage is often the missing ingredient in succession planning. Too often companies do not connect learning new skills to strategy. Consequently, they find themselves in a crisis with few or no people who have the skills to execute. Strategy must be studied in terms of the skills required to execute tactics, and against an inventory of available skills. Through this process an organization can determine gaps and initiate the training required with enough time to become proficient in those needed skills, before execution. Development of skills according to position is integral for successful succession from one strategy to another.
Succession is not an executive program it is an organizational strategy that must begin at the beginning, regardless of the entry position.
Wednesday, March 17, 2010
February 2010 Deep Insights
Weaknesses are a reality of life. Everyone has them. The challenge is to know and understand our weaknesses and instead to focus on strength, making our weaknesses irrelevant. To achieve this, it is necessary to find others whose strengths are your weaknesses, to work with these people; building a team capable of perfection.
Organizations face the same dilemma, striving for growth, quality, profits and cash flow at the same time. They are often not capable of attaining their goals in all four categories unless they begin their journey focused on strengths to achieve success and put people together to make weaknesses irrelevant. They must determine strengths needed and match them against their population to identify “GAPS.” Then a hunt must begin for those strengths within the company, outside the company and in relationships within their ecology. Once identified, the bearers of these strengths are embedded into the organization to fill “GAPS,” building an asset with perfect strengths for goals that have been established.
Gap analysis provides an early advantage to those who use the tool. They maintain their focus on strengths and do not fall into weakness analysis or blaming others for their failure. Momentum builds with the positive attitude looking at what people bring to the task and what they are expected to contribute for success. Most often missing ingredients include, but are not limited to, knowledge, skill, urgency, disciplined behavior, short and long term goals and navigational measurements to tell them how they are progressing.
Forestalling failure is strength focus at its highest level. The organization becomes capable of predicting strengths needed prior to their time. Hires or trains people in advance, the “bench strength,” and or finds partners outside the organization to fill the GAP. As these strengths are added it is a wake up call to all of how easy it is to meet deadlines and goals when strengths are the focus. Skills are added just in time and are recognized as contributors to everyone’s success. Organizations create a culture of asking for and getting help in advance of “crisis.” A culture that rewards results not effort.
Organizations face the same dilemma, striving for growth, quality, profits and cash flow at the same time. They are often not capable of attaining their goals in all four categories unless they begin their journey focused on strengths to achieve success and put people together to make weaknesses irrelevant. They must determine strengths needed and match them against their population to identify “GAPS.” Then a hunt must begin for those strengths within the company, outside the company and in relationships within their ecology. Once identified, the bearers of these strengths are embedded into the organization to fill “GAPS,” building an asset with perfect strengths for goals that have been established.
Gap analysis provides an early advantage to those who use the tool. They maintain their focus on strengths and do not fall into weakness analysis or blaming others for their failure. Momentum builds with the positive attitude looking at what people bring to the task and what they are expected to contribute for success. Most often missing ingredients include, but are not limited to, knowledge, skill, urgency, disciplined behavior, short and long term goals and navigational measurements to tell them how they are progressing.
Forestalling failure is strength focus at its highest level. The organization becomes capable of predicting strengths needed prior to their time. Hires or trains people in advance, the “bench strength,” and or finds partners outside the organization to fill the GAP. As these strengths are added it is a wake up call to all of how easy it is to meet deadlines and goals when strengths are the focus. Skills are added just in time and are recognized as contributors to everyone’s success. Organizations create a culture of asking for and getting help in advance of “crisis.” A culture that rewards results not effort.
Tuesday, January 26, 2010
January 2010 Deep Insights
Innovation is a cultural product driven by processes which create an environment tended by those who live there. It is a world filled with celebration, curiosity, stubbornness, dedication, discipline and a reality that “some moments, days, weeks, will be plagued with disappointments.” Organizations must create environments that inspire individuals to sustain climates for innovation and limit focus on disappointment.
Hope for individuals and organizations to achieve innovations is generated by benchmarking progress celebrating each small step as well as the breakthroughs. Events large and small keep the spirit of curiosity alive and challenge people to be active participants not passive bystanders.
In this environment, people strive throughout the day to connect the unconnected by asking questions. They reach out to all sources for knowledge regardless of its origin to bring in new ways of thinking. They are stubborn and dedicated to innovation for the good of the whole not just its parts. Embracing curiosity allows them to create options that lead to a successful result without prejudice or extended stays in disappointment. There are always alternatives for innovative successes.
Opening alternative pathways for innovation in an environment that is inspiration driven eliminates the need for supervision. It creates an espirit-de-corps while helping everyone to be self driven. People do not have to be managed when they take initiative, hold themselves accountable, and help others accomplish similar results sustaining progress for recognition on the way to innovation. It is a team effort cultivated by teammembers, not an individual.
Ultimately this culture will not accept people who are not part of the process. The process will be the catalyst to help them find themselves somewhere else.
Hope for individuals and organizations to achieve innovations is generated by benchmarking progress celebrating each small step as well as the breakthroughs. Events large and small keep the spirit of curiosity alive and challenge people to be active participants not passive bystanders.
In this environment, people strive throughout the day to connect the unconnected by asking questions. They reach out to all sources for knowledge regardless of its origin to bring in new ways of thinking. They are stubborn and dedicated to innovation for the good of the whole not just its parts. Embracing curiosity allows them to create options that lead to a successful result without prejudice or extended stays in disappointment. There are always alternatives for innovative successes.
Opening alternative pathways for innovation in an environment that is inspiration driven eliminates the need for supervision. It creates an espirit-de-corps while helping everyone to be self driven. People do not have to be managed when they take initiative, hold themselves accountable, and help others accomplish similar results sustaining progress for recognition on the way to innovation. It is a team effort cultivated by teammembers, not an individual.
Ultimately this culture will not accept people who are not part of the process. The process will be the catalyst to help them find themselves somewhere else.
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