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Art of Leadership Blog

"Managing at the Speed of Change" Review 2

1/20/2014

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In Chapter Three Conner continues by saying that the rate of change has increased and yet people continue to operate as if this magnitude of change can be managed in the same way as it has in the past. He says that the volume, momentum, and complexity of change is accelerating at an increasing pace. He attributes this to seven fundamental issues:
  • Faster communication
  • A growing worldwide population
  • Increasing interdependence and competition
  • Limited resources
  • Diversifying political and religious ideologies
  • Constant transitions of power
  • Ecological distress
As a result of these and many changes going on in organizations, Conner says that to deal with all of this change "we have to shift our perceptions towards change and how it is managed." Managers are realizing that they are facing constant change and they are beginning to realize that managing change is a key skill that they need to have in order to flourish in this new environment.

In Chapter Four
Conner says that managers are often not equipped to deal with the "future shock" or too much change in a short amount of time. He says that during this increased speed of change people don't stop changing, but they become less and less effective on both the job and personal fronts (e.g. - displaying dysfunctional behavior). This results in behaviors such as:

  • Reduced trust
  • Defensive behavior
  • Poor decision making
  • Increased conflict
  • Poor communication
  • Reduced propensity for risk taking
  • Inappropriate outbursts at the office
  • Venting job frustration at home
He says that the best way that managers and leaders can increase their success levels even with the increasing levels of change is to increase their level of resiliency and their understanding of human patterns of behavior that occur during change.

Do you ever see yourself and/or others in your organization displaying the behaviors above?
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Review of “Linchpin” by Seth Godin

9/14/2011

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This is the third book by Seth Godin that I have read and am reviewing. This blog post focuses on the first half of the book. I pick his books because I believe his ideas are thoughtful and take into account current day technology, trends, and ideas. 

Linchpin discusses how to be indispensable. Seth Godin says that to be a linchpin means that you are creating value. By focusing on creating “art” or thinking outside of the normal “shoulds” and “processes” that organizations typically stay within one can create value in a way that is outside the norm. 

This reminds me of the difference between a manager and a leader. A manager stays within the “box” of what currently is and makes it better and more efficient. A leader thinks creatively about what currently is and begins to see possibilities which have never been thought of before. The leaders not only see the possibilities, but actually acts on them. 

Godin says that a Linchpin does the work of “emotional labor” or creating a path when it is not laid out in front of them. He discusses making choices and creating a way when it is not created for you. I also believe this is a true hallmark of a leader as they are consistently taking risks and pushing the envelope by creating new visions and new processes that other people can then follow. It is inherently risky to create a new path than to follow the one that everyone else seems to be taking, but it is so much more fulfilling and worthy of an endeavor.  When you can look back and say I took the risk and it paid off or even when it fails for you then have some lessons learned for the next time that you take a risk!

The third thing that Linchpin discusses is the “resistance factor”. He says that people have the rational mind and the “lizard mind” or the emotional mind which feels fear and anxiety and constantly wants to bring you back to doing things that you are comfortable with. In my mind true leaders feel the resistance and do it anyway. They take the risk. They know that they will fail sometimes, and that not all of their ideas will be brilliant, but they still take chances. For not to do it and stay small takes so much more work. 

So are you willing to stand up and create your own vision and path? Are you willing to feel the resistance and do it regardless? Are you willing to be a linchpin? 

To be a leader can be learned, but it takes implementing some of these lessons step by step. The more you practice these steps the easier they get!
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Managing Up

9/1/2011

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Managing up is a skill set that is needed for anyone who wants to be an integral part of their organization. It is about building a strong relationship with your boss, building trust, and bringing up issues when needed. So how do you successfully manage up? Well there are four main components that allow you to build a strong relationship with your boss:

1.Understanding what is important to your boss - knowing what are the major priorities and goals of your leader is critical for you to be able to take initiative, show support, and get involved in those areas. By taking steps to further the goals of your leader you will show him/her that you are aligned with his/her vision and wanting to contribute to those goals.

2.Helping them to prioritize your work - by understanding what is important to your boss you will be able to strategically think through what are the highest priorities in your work. You will then be able to focus on those tasks earlier than others and raise questions to your boss about them as needed. This will show that you are proactive, have drive, and are able to think strategically.

3.Raising issues to your leader - as you are closer to the ground than your boss you will be able to determine if there are any barriers to success in the making sooner than they will. As a result a good way to manage up is to raise issues to your boss which could be potential problems so that he/she can can deal with them in a timely and appropriate fashion.

4.Taking initiative to raise ideas and opportunities to your boss - being proactive shows your boss your enthusiasm, commitment, and desire to progress in the organization. It will also show them that they can delegate more work onto you and that you can bring up new initiatives that support the organization as a whole. 

Is there anything from this list that you can add or improve upon in your day to day work?


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“What Leaders Really Do” by John Kotter

4/20/2011

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“Management is about coping with complexity. Leadership, by contrast, is about coping with change.” John Kotter

Companies manage complexity by first planning and budgeting, then organizing and staffing, and then controlling and problem solving.

Companies lead by setting a direction, aligning people, and motivating and inspiring.

Kotter says that leadership is really creating a vision of something that could be mundane, but truly serves the needs of its customers and clients. Aligning people truly empowers them to step into their role and contribute in a way that moves the organization forward. Successfully motivating ensures that employees will have the energy to overcome obstacles. It is motivating through satisfying basic human needs of achievement, belonging, recognition, self-esteem, control over one’s life and an ability to live up to one’s ideals. 

Management on the other hand is truly taking complex issues and making them more effective, efficient, and productive.

I agree with Kotter that leadership is more visionary and inspiring to bring people along with the strategic plan they have. It takes the ability to take risks, serve clients in a way in which they are not currently served. It is inspiring and open minded and willing to motivate others by working on those aspects that engage employees to want to work through obstacles and not just require it of them. It takes courage to be a leader. It takes authenticity and it takes inspiration - in your own vision and in encouraging others to work towards that vision as well.

Are you a leader or a manager? If you want to be a leader what is your vision to get there? How can you begin to take the steps to become a leader and how can you inspire others to follow your lead?
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Difference between a Manager and a Leader

3/16/2011

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Abraham Zaleznik in an article from the Harvard Business Review in the early 90‘s describes the difference between a manager and a leader in many ways. He describes the characteristics of a manager as they:

-Like to maintain existing systems, relationships, and processes
-Tend to mediate, negotiate, and balance opposing viewpoints
-Like to work with others, but keep a low level of emotional involvement
 -Like structure and are survival oriented when it comes to taking risk

The characteristics of a leader from Zaleznik’s point of view are:

-Adopt a personal and active attitude towards goals by evoking images, moods and expectations of the direction a business could take
-Are risk takers and idea generators
-Relate in more intuitive and empathetic ways - get involved in thinking through how things affect people
-Are described with adjectives rich in emotional content
-They develop through personal mastery, which impels an individual to struggle for psychological and social change
-Are more like artists, scientists, and other creative thinkers than like managers

These descriptors are fascinating to me as it relates that managers are great at keeping the status quo - making current systems, processes, and structures as efficient, effective, and productive as possible. Leaders on the other hand have gone through struggles, have come into their own, and are willing to take the risks and push the envelope in a way that is visionary, intuitive, and innovative. They also develop intense relationships with others that can be volatile, which in some ways allows them to be more empathetic.

In my view leaders have a lot of personal strength first because they often go through struggle to become a “twice born” as Zaleznik calls it and therefore have the internal fortitude to push the envelope as they become a leader not only in their own lives, but for others.

With these descriptions are you more of a manager or a leader? What traits most define you when dealing with others or in your work life? If you aspire to be a leader how can you integrate more of the leadership qualities into your life?
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Seth Godin’s “Tribes”

3/2/2011

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Seth Godin’s definition of a tribe is any group of people connected to one another, a leader, and an idea. True leaders are ones who make change, who go out in front and are brave enough to break through the status quo. They are the ones who are bucking the trends, thinking “outside of the box,” and truly standing up for something. Whereas he says managers manage an established process and make it as efficient as possible, leaders create new ideas.

Godin says that leaders communicate and find ways to connect their tribe, allowing them to communicate with each other as well as with the leader. They are unified around a common passion that allows people to understand themselves even better.

A great example in my mind of a leader with a tribe is Jon Stewart. I attended his Rally to Restore Sanity in Washington DC in the fall and he brought together thousands of people who were willing to take a stand to bring sanity and logic back to politics, for using humor to truly take a stand for what they believe in, and use TV as a platform to really make a difference. 

Godin says that leaders have fear, but they are aware of it. Their passion for their cause and feeling that they can make a difference allows them to overcome their fear.

Are you willing to stand up and be a leader? Are you struggling in your organization, in your business, with your ideas because you are hiding from the fear of leading? What will it take for you to take a stand? What is one idea that you are truly passionate about that you can start speaking to others or writing about today to begin to build support around you? Take that step today.
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    Monica Thakrar

    Monica Thakrar has over 18 years experience in business focused mainly on strategy, change management, leadership development, training and coaching resulting in successful implementations of large scale transformation programs.  

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MTI Inc. is a woman-owned small business founded in 2008 | Monica Thakrar, CEO | DUNS #004654409 | NAICS Codes 541611, 541612, 611430 | Classification WOSB 

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