How quickly we forget what brought us to a level of success envied by our peers. Unfortunately we don’t notice the disappearance of our success disciplines until we are unable to recall them. When we begin to forget our passion for continued success our organization’s culture slips into an entitlement state of mind. People in organizations are sometimes surprised to find new competitors from around the globe, from other industries or through technology; a new industry has been born and is replacing them. These threats are real and grow exponentially when entitlement thinking arrives on the scene. Once the world changes, we are left with disciplines that will not provide success in the current market place. It is a lack of a vision for the organization to outlive its people and be a source for the well being of future generations that results in entitlement thinking.
Entitlement mental modeling is a curse. It occurs when a culture begins to think “I.” I have the right to make decisions for others. I have the right to be selfish. I have the right to determine what a fair day’s wage is for a fair day’s work. I have the right to be rewarded for effort. I have the right to expect income after retirement. I have the right to be proud of the past. I have the right to move to another position for more income. I have the right to expect the company to uphold its values. I have the right to expect others to walk the talk. I have the right to determine what is good for me. I have the right to use company assets for my personal benefit. I have the right to jettison assets when I want to. I have the right to ignore those who made contributions to the whole. People begin to adjust to their success and to think of it as an entitlement. They stop dedicating themselves to a future that will provide continued entitlements for those who will follow behind them. Rather, they focus only on how they alone will succeed in the short term.
Entitlement is a disease best cured by building a legacy for the next generation. This legacy should encourage respect for all members of the organization’s ecology. Respect creates a camaraderie enhancement which produces disciplines for everyone, cultivating today for tomorrow’s successes. No one person can be given the credit for success. It is a collaborative effort from everyone; a team made of individuals who dedicated themselves to success. An organization is most successful when everyone participates. When everyone accepts that they are a part of the problem but can choose to be a part of the solution. Continued success is an entitlement for everyone in the organization not a chosen few.
PLATO said: “If a theory isn’t working then there must be something wrong with reality.”
Wednesday, July 20, 2011
Monday, June 27, 2011
June 2011 Deep Insights
Our culture records and pays honor to individuals who claim to be or are given credit for being a hero or leader of some event that changed their world. Yet, most of these individuals, when sought out, take credit only for their role in beginning the journey toward history.
These culturally proclaimed heroes would be the first to seek out others who influence success, convince them to lend their creative spirit to the endeavor and take the initiative to move the cause forward. The creative spirits in turn know their success lies with people who must trudge through the day to day drama of execution. Together initiators, creative spirits and drudgers are committed to a goal larger than themselves. Collectively they are quick to give credit for what others do. They move swiftly to sustain an open environment of candor. They do not count, blame or point at others when mistakes occur. Rather they are experiment orientated and move forward learning from mistakes. They constantly monitor their atmosphere to identify outside influences that may require significant change in day to day drudgery and/or creative activity, and alter their goal. They understand getting stuck is a path to defeat. Heroes, leaders, creative spirits and drudgers act together. They share information and they seek recognition for the whole. They are contributors, coaches, and mentors celebrating success with all participants.
The events that created opportunities for and were recorded in history as a person’s legacy are larger than any one person. Yes, a person may captivate the minds of others and initiate a beginning but each person must find their own beliefs, take initiative for a successful endeavor and hold themselves accountable for contributions. Honor belongs to everyone not someone.
These culturally proclaimed heroes would be the first to seek out others who influence success, convince them to lend their creative spirit to the endeavor and take the initiative to move the cause forward. The creative spirits in turn know their success lies with people who must trudge through the day to day drama of execution. Together initiators, creative spirits and drudgers are committed to a goal larger than themselves. Collectively they are quick to give credit for what others do. They move swiftly to sustain an open environment of candor. They do not count, blame or point at others when mistakes occur. Rather they are experiment orientated and move forward learning from mistakes. They constantly monitor their atmosphere to identify outside influences that may require significant change in day to day drudgery and/or creative activity, and alter their goal. They understand getting stuck is a path to defeat. Heroes, leaders, creative spirits and drudgers act together. They share information and they seek recognition for the whole. They are contributors, coaches, and mentors celebrating success with all participants.
The events that created opportunities for and were recorded in history as a person’s legacy are larger than any one person. Yes, a person may captivate the minds of others and initiate a beginning but each person must find their own beliefs, take initiative for a successful endeavor and hold themselves accountable for contributions. Honor belongs to everyone not someone.
May 2011 Deep Insights
When listening to complaints from all members of an organization “communication,” a generic word, is often at the root of many evils. Management blames its workers; Workers blame its management; and Customers blame management and workers. This vicious cycle can inflict permanent damage to all parties connected to communication issues.
A first step in root cause analysis begins with an investigation to determine what information is missing. What would cause participants to change their minds about poor communication? Is it a goal or the need for clarification of why the goal was established? Do participants know how their role plays into the success of reaching the goal? Are participants aware of other’s roles in meeting the goal? Do participants understand how their goal fits into the bigger picture for success? Is intent interpreted by all with a singular understanding? Does the group have a path to share information in a timely manner? Do they know what information is needed from whom and when? Are measurements in place to tell participants they are going in the right direction? And will those measurements tell everyone when they reach their goal?
The second step is to determine how the answers should be shared within the organization to keep people focused on the task at hand. Yesterday’s method, command and control, worked as follows - Management Thinks, Supervisors Tell and Workers Do! Today, because businesses travel at warp speed, a new methodology is required. Organizations must toss hierarchical charts and replace them with circles of influence that deliver answers on a perpetual cycle beginning to end. These circles must be filled with all communities: management, workers and customers, focused on the desired outcome. They must function in an atmosphere of respect for what each group brings to the table. They must understand the dynamics of each function and when its contribution is required for success. They must step forward to offer coaching and mentoring, and recognize when it is time for their functional leadership. They must step back when it is time for others to lead. They must hold themselves and each other accountable for success.
“Communication” is the generic term applied when an organization does not know what information is needed, from whom it is needed and when they need it. To serve those who are tasked with success, organizations must create an environment committed to building relationships through human interaction and technology pathways that share information 24/7.
A first step in root cause analysis begins with an investigation to determine what information is missing. What would cause participants to change their minds about poor communication? Is it a goal or the need for clarification of why the goal was established? Do participants know how their role plays into the success of reaching the goal? Are participants aware of other’s roles in meeting the goal? Do participants understand how their goal fits into the bigger picture for success? Is intent interpreted by all with a singular understanding? Does the group have a path to share information in a timely manner? Do they know what information is needed from whom and when? Are measurements in place to tell participants they are going in the right direction? And will those measurements tell everyone when they reach their goal?
The second step is to determine how the answers should be shared within the organization to keep people focused on the task at hand. Yesterday’s method, command and control, worked as follows - Management Thinks, Supervisors Tell and Workers Do! Today, because businesses travel at warp speed, a new methodology is required. Organizations must toss hierarchical charts and replace them with circles of influence that deliver answers on a perpetual cycle beginning to end. These circles must be filled with all communities: management, workers and customers, focused on the desired outcome. They must function in an atmosphere of respect for what each group brings to the table. They must understand the dynamics of each function and when its contribution is required for success. They must step forward to offer coaching and mentoring, and recognize when it is time for their functional leadership. They must step back when it is time for others to lead. They must hold themselves and each other accountable for success.
“Communication” is the generic term applied when an organization does not know what information is needed, from whom it is needed and when they need it. To serve those who are tasked with success, organizations must create an environment committed to building relationships through human interaction and technology pathways that share information 24/7.
Thursday, May 5, 2011
April 2011 Deep Insights
Coaching is a skill. When executed correctly it will inspire personnel to silence critics, without prompting from the Coach. This response allows the coach to sit quietly, meditating on the strengths of the organization and planning next moves. It is the coach who is reaching for success not the critic. Coaches never become complacent, they do not seek recognition. They raise the bar to seek a new level of achievement.
Critics are bystanders, fascinated by the coach’s unwavering ability to focus on the deed at hand. Critics are drop outs who don’t have the courage to act, to take a chance, or to be in the spot light. Critics are late comers to a creative expose’ about to change their world. They’d rather join the fray when experiments are crumbling and point out the obvious. Critics are distracters from the good of the whole; only concerned about their territory and the well being of those who have supported their narrow view. Critics are in love with stability and a world with little change. They squallier in current circumstances, they’d rather be a victim than take charge.
Coaches on the other hand, seek to uncover hidden strengths and bring them to the forefront. They use the power of positive thinking to build success. They find strengths in and encourage everyone to participate. They inspire initiative by giving people the freedom to make mistakes along the way without placing blame or pointing fingers. They recognize successes and failures, in turn exciting transformation, the heart of creative adventures. They are leaders and managers dedicated to a path interrupted to verify progress and trust. They are not prejudice. They know diversity is a strength that will help them handle adversity. They know it is better to be disruptive than be disrupted. They are artists of chaos and clearly understand how to use its environment for experimenting with the hidden talents of people. They embrace the world as is, then construct the environment that summons all people to make contributions, including their critics.
Coaches are people who believe there is no end to success when others are given credit for what they do.
Critics are bystanders, fascinated by the coach’s unwavering ability to focus on the deed at hand. Critics are drop outs who don’t have the courage to act, to take a chance, or to be in the spot light. Critics are late comers to a creative expose’ about to change their world. They’d rather join the fray when experiments are crumbling and point out the obvious. Critics are distracters from the good of the whole; only concerned about their territory and the well being of those who have supported their narrow view. Critics are in love with stability and a world with little change. They squallier in current circumstances, they’d rather be a victim than take charge.
Coaches on the other hand, seek to uncover hidden strengths and bring them to the forefront. They use the power of positive thinking to build success. They find strengths in and encourage everyone to participate. They inspire initiative by giving people the freedom to make mistakes along the way without placing blame or pointing fingers. They recognize successes and failures, in turn exciting transformation, the heart of creative adventures. They are leaders and managers dedicated to a path interrupted to verify progress and trust. They are not prejudice. They know diversity is a strength that will help them handle adversity. They know it is better to be disruptive than be disrupted. They are artists of chaos and clearly understand how to use its environment for experimenting with the hidden talents of people. They embrace the world as is, then construct the environment that summons all people to make contributions, including their critics.
Coaches are people who believe there is no end to success when others are given credit for what they do.
Wednesday, April 20, 2011
March 2011 Deep Insights
“I know you think you understand what you thought I said but I am not sure you realized that what you heard is not what I meant.”
Oh, Generations have a unique ability to ignore each other’s perspectives. However, for future generations to succeed, each living generation must strive to understand the contributions each generation is making or has made to the world in which we currently live. The generations must understand from whence they came and where they are going. By understanding each other’s reality generations can create a better world for us all.
Generational stubbornness occurs when the distinct generations fail to recognize or understand circumstances as they were inherited or are. Some, unable to hear what another generation has to say, will hush them. Others will shout to drown out the voices, and some will legislate strict adherence to their generation’s standards. Each thinks they have the only solution for the many, forgetting a new generation is in its infancy and will soon be a new member to understand and be understood. Solutions to bring the separate worlds together are found when there is a collective mission to accept the new and discard that which has failed. Graveyards are filled with generations who thought they had the only solution that mattered.
The end is determined when the process begins. Elders must learn to talk WITH not TO juniors. Juniors must listen to not talk AT their elders. As discussions unfold, each must have the other in mind, rather than striving to win. The goal should be to understand and find solutions for everyone not someone. Everyone solution will transcend generations leaving behind a platform for new generations to build their own unique applications for circumstances that are solely theirs. Each must grasp their place in time, knowing that new discoveries will allow other generations to create solutions that will reach beyond the original. Breakthroughs occur because in understanding each other the generations understand they are better off than when not understanding each other.
When collaboration follows this model, younger generations have a picture of today and think about how to improve circumstances for their future. Older generations have a picture of yesterday and see from whence they came with a vision of where they are going. Building collaboration for the best possible solution; for this moment, requires all generations to share their perspectives. Then, move forward knowing a new generation is on the horizon with a new reality of its own.
Oh, Generations have a unique ability to ignore each other’s perspectives. However, for future generations to succeed, each living generation must strive to understand the contributions each generation is making or has made to the world in which we currently live. The generations must understand from whence they came and where they are going. By understanding each other’s reality generations can create a better world for us all.
Generational stubbornness occurs when the distinct generations fail to recognize or understand circumstances as they were inherited or are. Some, unable to hear what another generation has to say, will hush them. Others will shout to drown out the voices, and some will legislate strict adherence to their generation’s standards. Each thinks they have the only solution for the many, forgetting a new generation is in its infancy and will soon be a new member to understand and be understood. Solutions to bring the separate worlds together are found when there is a collective mission to accept the new and discard that which has failed. Graveyards are filled with generations who thought they had the only solution that mattered.
The end is determined when the process begins. Elders must learn to talk WITH not TO juniors. Juniors must listen to not talk AT their elders. As discussions unfold, each must have the other in mind, rather than striving to win. The goal should be to understand and find solutions for everyone not someone. Everyone solution will transcend generations leaving behind a platform for new generations to build their own unique applications for circumstances that are solely theirs. Each must grasp their place in time, knowing that new discoveries will allow other generations to create solutions that will reach beyond the original. Breakthroughs occur because in understanding each other the generations understand they are better off than when not understanding each other.
When collaboration follows this model, younger generations have a picture of today and think about how to improve circumstances for their future. Older generations have a picture of yesterday and see from whence they came with a vision of where they are going. Building collaboration for the best possible solution; for this moment, requires all generations to share their perspectives. Then, move forward knowing a new generation is on the horizon with a new reality of its own.
Monday, February 28, 2011
February 2011 Deep Insights
What if the butterfly effect was a person effect? Is it possible that one person could influence others in their company to take action? If so, could that one person begin a chain of events that would allow the company to prosper? Would that person’s influence be limited by position, education, or discipline? Or, would everyone’s actions be encouraged, considered, and challenged for the betterment of the whole? The answer to these questions depends on the environment of the company.
Autocratic governance builds filters which block the free flow of air. The graceful movements of the butterfly’s wings are only visible to those who are near. Adjacent neighbors never see the movement, which is blocked by bureaucratic filters. Although a butterfly can float across bureaucratic filters it can also be blown away in cross currents never to be seen again. What’s more, under autocratic governance, a butterfly can be captured, taken away for only a few to examine with the intent of releasing it anew as a creation of their own. Once released, its ability to fly has been hindered and it is left to float in drafts blown by the adversary incapable of adjusting its path to prosperity.
In contrast, democratic governance is friendly. Gentle winds send the butterfly from one meadow to the next. Its beauty is shared with adjacent neighbors who encourage continued flight. Everyone works together to find a landscape that will be enhanced by the butterfly’s beauty. During its flight it finds friends in those who see its beauty and enemies among those who fear its effect on the landscape. The challenge turns into a dilemma to find a landscape beneficial to the many or, at least one that will accept new beauty without prejudice. While the debate continues, other butterflies appear and chaos erupts causing all to find shelter. No one wants to move forward facing the critics sure to appear.
Lastly, governing by consensus frees the butterfly into warm trade winds that allow travel to and from adjacent neighborhoods. The butterfly isn’t blown about chaotically but it never lands. The landscape changes in response, attempting to entice the butterfly to settle in its meadow. The butterfly seeks members to join it, but soon finds itself in competition with others. The members must now decide who should land and when. Discussions labor long into darkness as the trade winds gently move the butterflies beyond the initial meadow to begin another search. Everyone is pleased nothing happened.
People lost in the winds of governance and left on their own, will not become visible to the world around them. Organizations must protect their people by creating an environment where experimentation is strategy and disruptions are accepted as opportunities. Everyone must be accountable for transparency; experiments must be recognized as initiative and those that succeed must be held high for everyone to admire. People will create the butterfly effect when heard and seen. When they are rewarded for their creative contributions and recognized for participation in the prosperity of the whole.
Autocratic governance builds filters which block the free flow of air. The graceful movements of the butterfly’s wings are only visible to those who are near. Adjacent neighbors never see the movement, which is blocked by bureaucratic filters. Although a butterfly can float across bureaucratic filters it can also be blown away in cross currents never to be seen again. What’s more, under autocratic governance, a butterfly can be captured, taken away for only a few to examine with the intent of releasing it anew as a creation of their own. Once released, its ability to fly has been hindered and it is left to float in drafts blown by the adversary incapable of adjusting its path to prosperity.
In contrast, democratic governance is friendly. Gentle winds send the butterfly from one meadow to the next. Its beauty is shared with adjacent neighbors who encourage continued flight. Everyone works together to find a landscape that will be enhanced by the butterfly’s beauty. During its flight it finds friends in those who see its beauty and enemies among those who fear its effect on the landscape. The challenge turns into a dilemma to find a landscape beneficial to the many or, at least one that will accept new beauty without prejudice. While the debate continues, other butterflies appear and chaos erupts causing all to find shelter. No one wants to move forward facing the critics sure to appear.
Lastly, governing by consensus frees the butterfly into warm trade winds that allow travel to and from adjacent neighborhoods. The butterfly isn’t blown about chaotically but it never lands. The landscape changes in response, attempting to entice the butterfly to settle in its meadow. The butterfly seeks members to join it, but soon finds itself in competition with others. The members must now decide who should land and when. Discussions labor long into darkness as the trade winds gently move the butterflies beyond the initial meadow to begin another search. Everyone is pleased nothing happened.
People lost in the winds of governance and left on their own, will not become visible to the world around them. Organizations must protect their people by creating an environment where experimentation is strategy and disruptions are accepted as opportunities. Everyone must be accountable for transparency; experiments must be recognized as initiative and those that succeed must be held high for everyone to admire. People will create the butterfly effect when heard and seen. When they are rewarded for their creative contributions and recognized for participation in the prosperity of the whole.
Monday, January 24, 2011
January 2010 Deep Insights
Walking, running, sprinting, or racing to your new year’s strategy execution will provide many unthought-of challenges that may distract from your original goal. Some organizations will slide back into using day to day fixes and others will hollow out their strategy to meet a lesser goal. A few will keep focus on the strategy’s contribution to their whole. This last group has a DNA structure permeating the minds of its entire population that is expressed in a commitment to using people’s strengths, not focusing on their or its weaknesses.
These organizations have learned that strengths, not weaknesses, within their people drive successful ideas and connect adjacent possibilities never before seen. They do so by mating ideas and possibilities that create mutations which drive new ideas not achievable until their inception. They consistently seek out current ecological modifications that may be disruptive to their strategy and make immediate adjustments. They set the bar for all others to reach by adapting before crisis sets in. They capture their ideas and events in a repository for all to share and digest. These organizations know that mating only occurs when collaboration flourishes in the entire organization. They meet frequently in open forums to discuss alternative activities that will enhance their contribution to the whole. Their commitment is to arrive ahead of schedule with more value than originally thought attainable. They accept the reality of non-linear execution. They expect to enhance their success with daily initiatives that improve their ability to deliver what was heretofore thought unrealistic.
The DNA successful organizations engineer mates peoples strengths forming mutations that drive innovations, creativity, and participation to enhance the whole. Recognition for success is everyone not someone, it is supported with inspiration not supervision, it respects an individual’s right to exist in their space, and it rewards performance of the whole not its parts.
These organizations have learned that strengths, not weaknesses, within their people drive successful ideas and connect adjacent possibilities never before seen. They do so by mating ideas and possibilities that create mutations which drive new ideas not achievable until their inception. They consistently seek out current ecological modifications that may be disruptive to their strategy and make immediate adjustments. They set the bar for all others to reach by adapting before crisis sets in. They capture their ideas and events in a repository for all to share and digest. These organizations know that mating only occurs when collaboration flourishes in the entire organization. They meet frequently in open forums to discuss alternative activities that will enhance their contribution to the whole. Their commitment is to arrive ahead of schedule with more value than originally thought attainable. They accept the reality of non-linear execution. They expect to enhance their success with daily initiatives that improve their ability to deliver what was heretofore thought unrealistic.
The DNA successful organizations engineer mates peoples strengths forming mutations that drive innovations, creativity, and participation to enhance the whole. Recognition for success is everyone not someone, it is supported with inspiration not supervision, it respects an individual’s right to exist in their space, and it rewards performance of the whole not its parts.
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