2015

Are you FREe?

Checklists, Front foot, Improvement, Organisations, Reflect, Teams, Think, Values No Comments

Earlier this week I attended a concert at Kings College Chapel. As I sat there in the dark stillness a storm raged outside that rattled the ancient doors as a nearby college clock chimed the hour. I recalled how exactly 27 years before I had first been in that place.

I remembered I had been a little shocked to find myself in higher education – as a working class lad who struggled a fair bit at school. Yet in my mid 20s I had applied to study at tertiary level. When interviewed, some of the alternative angles I shared from my experience as a front line NHS worker, plus the insights from my union activism seemed to appeal to those who selected students.

Over the years I have found sitting in that building to be a powerful place for reflection during times of significant personal change.

So, I was thinking – but on this occasion about my work. My studies all those years ago were the start of my deeper interest in how organisations perform (or don’t). Over the last few months I have been crystallising what I now know about institutions – from larger networks to smaller teams, from commercial enterprises to noble purpose initiatives – based on my experience of working across sectors and continents. What makes an organisation worthy of commitment? What are the features that make them likely to succeed? And fail?

After a quarter of a century, I think there are just three things that are crucial. I summarise these with the word FREe (actually FRE, as you will see below).

Firstly, FOCUS. Is the purpose of the organisation shared? Is the strategy clear – is it understood? Has the governing group set out its intentions (and limitations) for the wider staff to work toward and within? Do individuals know how their particular role contributes – and do they realise where their personal motivations fit, and where they do not?

RESPONSIBILITY: are staff expected to use their initiative to sort out issues? Do they have freedom to act? Do governing boards avoid overstepping the mark and resist micro-managing the executive – and do line-leaders avoid constraining their staff with overly detailed instructions or the expectation of involvement in all decisions? How clearly are all staff held to account for how they have used their autonomy?

Crucially, EXAMPLE highlights the role of senior leaders in setting the cultural tone for an enterprise plus the part played of line managers in re-iterating this – and the importance of peers in reinforcing the ‘right’ behaviours. Most of us are not saints or sinners, rather we absorb the ways others work. This extends from basic ‘pro-social’ interactions to do with decency and civility through to the modelling of focus and responsibility and other important attributes like curiosity. ‘Example’ also concerns how the implied attitudes at the core of a business’s purpose are demonstrated by staff in their dealings with each other as much as with customers: be that caring in the case of health services, learning for an education provider or speed for a high street fashion brand, for example.

I am discovering how this simple framework is powerful in a range of settings.

It helps individuals: it is useful in ways from coaching leaders through to prompting those being interviewed for new jobs to ask useful (and interesting) questions.

With teams it is a checklist to test that the platform for achieving positive results is in place.

For organisations it highlights three important factors to work to get right in all places – to ensure well-served customers, content staff and a fulfilled mission.

Are you ready for FREe business?

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The Gift of Happiness? The Single Surefire Way To Be Happy: Give

Checklists, Front foot, Improvement No Comments

It is already early November. Despite the unseasonably warm weather in the UK, we are firmly moving toward the festive season; though I spotted the first Christmas merchandise in the stores by late summer.

The holidays and the associated greeting cards are increasingly branded as time for those of all faiths, and none: “Happy Holidays!”

However, there is a common denominator that unifies all traditions. From the biblical exhortation that ‘it is more blessed to give than receive’ to the eastern emphasis on developing and practising compassion. Even the self-help industry chimes in agreement. In the happiness movement we hear that giving to others (of your time, money, skills) is the surest way of living a joyful life.

If you look around there are lists and lists of things to give up to discover a more contented life. However, when considering the most respected checklists for happy living the emphasis on serving others jumps out. Paradoxically possibly, we are told that when we give up the sole focus on trying to make ourselves happy and consider on what we can do for others, then that is the moment that we are most likely to discover joy for ourselves.

Do you want inspiration and encouragement to help in this gift focused stance?

The story of ‘Join Me’ from Danny Wallace and the associated global movement for RAOK – Random Acts of Kindness are entertaining reads.

And in mid-January a bunch of musicians are getting together in Cambridge to do a few things:
1. Remember how important mental well-being is, and how hard that can be for some to achieve, especially in the dark of mid-winter, a few weeks after the fun (and disappointments) of the festive holidays.
2. Put the spotlight on a number of good causes – charities that are looking for support.
3. Bring together a load of different people for a good time – and also ask, what can you give, this year, right now?

Interested? You would be very welcome. Have a look here.

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What DEE-cisions?

Do, Improvement, Meetings, Organisations, Reflect, Teams No Comments

Imagine the scene. A producer pitching the idea for a film: in Africa, people are living insecure and impoverished lives; thousands of people decide to start an exodus to Europe; they walk and walk and walk, and they talk to the media covering their movement – “we are poor because you are rich”; those in the North are fearful of the mass migration from the South.

The surprise about this film? Well, firstly it is has already been made. By the BBC. A long time ago. In the 1980s a pitch something like the one imagined above actually happened. ‘The March’ was made with leading figures in front and behind the lens. It was broadcast over 25 years ago.

Even so, the surprise is not that it was so prophetic – the story remains prescient.

Rather, it is striking that the film is almost totally forgotten. It has never been repeated. You can’t buy it online – even through the BBC bookshop. It has just about disappeared, other than a couple of YouTube clips, for example.

So…?

This film was an insight – into insecure lives and the challenge of economic development.  Today, in our work (and lives) we are offered insights all the time. Sometimes our colleagues or bosses or contacts expect us to act.

We have four options in any situation:

First, we can IGNORE the information and time to decide.

Or, we might DO something. Possibly instinctively.

These are the two main responses. Both can be due to cognitive biases. The complexity or anxiery might just be too much for our busy life – so we ignore it. Or we are a bit discombobulated and just want to do something – so we rush to action.  Either way, we may (over) rely on our intuition.

Or possibly we want to take our time. Our third option is EXPERIMENTATION. We might want to give something a go. We might wish to try something out.

The fourth and final possible choice is EXPLORATION – wanting to find out more, or reflect.

When viewers saw ‘The March’, my hunch is most ignored the implications. Maybe it seemed too fanciful. Or worrying. Some probably signed up to the campaigns for third world debt relief that were popular at the time. Others maybe chose to give supporting a particular charity a go. Some others might have decided to read more about the issues and think about how best to respond.

In our organisations we can manage our DEE-cisions by:

1) being totally clear of the criteria for ignoring a topic or possible choice. Maybe it is the responsibility of another group. However, ignoring should be used sparingly.  Often issues that are important are not on the radar. Methods like ‘scenario planning’ help shift some issues from being tuned out to ones that have further effort put into them – i.e. making the shift from ignoring to exploration or maybe even experimentation.

2) Deciding and acting is important for progress. Even here, ‘do and review’ is both poetry and philosophy. When will you take time to see if your ‘no-brainer’ decision had indeed worked?

3) Setting up some trials is at the heart of experimentation. What ‘improvement cycles’ or ‘prototypes’ can you try? The 90 day cycle is really valuable – what will you take stock of in a Quarter? Or 30 days? Or even after a week? This tweet remains a very popular tool for managing this spirit of trial (and error) and taking stock.  Experimentation builds momentum.

4) I do believe in the ‘art of procrastination’ in decision making – and this is where exploration can really come in.  The ‘art’ thing is the difference between ‘ignoring’ and ‘exploring’ – the difference between unecessary or unproductive delays and choosing deep, insightful thought. Keeping an eye on a topic or deciding to come back to an issue before making a decision can very helpful – or it can be avoidance. A symptom of a troubled group is continually revisiting and changing prior judgments – very sloppy governance indeed. But if it is well managed (sparingly, with strict deadlines and some effort) then exploration is helpful time to ponder and consider – and helps limber up our thinking for a future experiment or action.

So why not try triaging your next set of decisions in the group you work with. What can you ignore? But most importantly, what would DEE have you decide? What should you DO? What could you EXPERIMENT with? What might you EXPLORE a bit more?

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Split Personalities?

Improvement No Comments

I ended up watching the Hollywood flick Shallow Hal when channel hopping for light relief recently.

It got me thinking: I was surprised to find the film a vehicle for the ideas of Tony Robbins, so that explains part of the unexpected cognitive impact! A philosophical theme in the movie was an exploration of what is truth in what we see: how what we notice in a situation or person might seem quite different to what others experience or what is going on beneath the surface.

This resonated. There have been three news stories over the last week that have divided many social media and news commentators.

Where did you stand in regard the coverage of Tim Hunt’s comments, Rachel Dolezal’s identity and Eleanor Hawkins’ actions?

Who is right? What was wrong?

As humans we have an in-built desire to see things in black and white terms. This is called splitting – and we are more likely to do that when feeling a bit anxious or insecure.

To err is human. To ‘split’ in how we see and discuss others’ mistakes seems to be human too.

Given my interest in ‘perspective management’ you will not be too surprised to know I have been trying to step back from simple agreement with one or other side in some of these news stories.

This is not about rejection of the commitment to the enlightenment project and it’s pursuit of truth. I am a bit, but not all that, post-modern! Rather I am keen to step back from a rush to judgement; WITOS.

I recognise the ambiguity of these situations – and my very partial perspective (mediated by the slant of various media outlets and the weight of social media responses).

In organisations it is good to be curious. It is especially good to explore other perspectives, especially when the truth seem so obvious. In applying the implications the insight of ‘splitting’ we need to resist simple judgements of good and bad:

– clinicians good, managers bad
– business leaders bad, workers good
– charities good, capitalism bad
etc
etc.

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An illustration (impression) of front foot working

Front foot No Comments

I enjoyed visiting the ‘Inventing Impressionism’ exhibition at the National Gallery in London recently. I learnt about Paul Durand-Ruel who is credited with inventing the market for modern art and a number of the contemporary ways of marketing art too (solo exhibitions, gallery lectures etc).

He fought the Salon structure in Paris that had a hold on the definition of ‘good’ art. He supported artists – financially and, more importantly, with encouragement and hospitality. He enabled the, now, hugely popular Impressionism movement to emerge.

What was most impressive was how he had to keep trying new things – as he moved about Europe to escape conflict and as sources of finance for his deals came (and often, went). The chronology listed at the back of the exhibition guide has something significant (both good and bad) happening most years.

Durand-Rule had a vision and, eventually, was successful –  his family business profited from this for many decades after he had established Impressionism most lucratively in the US in the late 1900s and then achieved a breakthrough in the UK in the early twentieth century. The rest, as they say, is history.

You can get an impression of the exhibition following the first hashtag in this tweet.

As the final hash tag indicates, I think the story of Duran-Ruel is great example of what it takes to live on the ‘front foot’.

He was inspired – and acted on what he imagined. He was helped in the implementation and achievement of his vision by working well with his family and a range of financiers and artists (including ensuring a rapprochement with Monet). And fundamentally he had a self belief in his insights and skill.

When looking through the lens of this assessment for Front Foot working, I think Durand-Ruels does well – though probably wouldn’t recognise many of the more contemporary leadership terms (alignments, conflict, meetings), despite his skill for, and leadership of, contemporary art!

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“…a simple trick to get along with all kinds of folk…”

Think No Comments

I recall being in an English class at school when I was 14. My teacher was encouraging me to read more. I went back the next week and proudly said I had started on my fathers stack of Readers Digest. I remember her saying, that wasn’t quite what she had in mind – she was keen on full novels not abridged stories, little jokes and tales of wilderness bravery.

So, you see, I didn’t read some of the classic texts when I was younger. However, I know the second book from Harper Lee is due out in July, so thought it was time I read ‘ To Kill A Mockingbird’.

You probably know I like seeing things from different angles and through alternative perspectives – see this self assessment from 6 months ago.

I liked this section of text early on in ’To Kill A Mockingbird’. Atticus is talking with Scout about her experience at school – and the teacher who wants to hold 6 year old Scout’s ferocious reading back to fit the class scheme. Her father explains about the importance of seeing things from another point of view, particulary the new teachers.

“First of all, if you can learn a simple trick, Scout, you’ll get along better with all kinds of folks. You never really understand a person until you consider things from his point of view – until you climb into his skin and walk around in it.”

The theme – the skill of walking a while in someone else’s ‘skin’ or shoes – occurs a number more times in the book. In fact, you could say it is the heart of the story – or even the whole book.

What topic would you like to know more about?
Where would you like to think more clearly?
Who would you like to understand?  Maybe a customer view (marketing)? Or a co-worker (engagment)?
This is all about discipline – learning to see WITOS, as i have discussed before. A skill that is worth developing – and one that requires continual honing.

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The Attributes and Skills of a Critical Conversation

Improvement No Comments

On my shelves I have a number of books with similar sounding titles;
Difficult conversations
Fierce conversations
Changing conversations
Dialogue
etc.

You hear, and can easily find references to, Vital Conversations, Tough Conversations, Crucial conversations.

My take on all?

There are two key – and difficult – skills that are important in any enterprise, be it business, home, hobby, voluntary…

These are the two key attributes in a ‘critical’ conversation, see this.

Firstly, are you able to identify – and agree to discuss – the critical issues. Here structured thinking methods help identify the important topics: analytical tools that can be worked through individually or interactively – question fanning, logic modelling, issue mapping, iceberg deep think etc.

In the first take on ‘critical conversations’ it is essential to get the focus right: Critical, as in focusing on what is the most important topic or issue. Discussion themes that are the IMPORTANT ones to get right. This is about NOT avoiding the tough, challenging issues. NOT getting sidetracked by the minutiae: as in the example of a senior team being diverted by endless discussions of seating plans in a new office location, and not achieving the fundamental purpose of significant change. About NOT ignoring the ‘elephant in the corner’.

Secondly, are you able to engage in a critical debate – where you and others are able to disagree, but in a way where you differ well as you explore differing perspectives (with a stronger relationship at the end, and not – as often happens – a weaker one). Methods here that can help include: the six thinking hats, balancing inquiry with advocacy, starting with appreciation, getting to know each other to develop trust, developing skills in the 3 levels of feedback, working on perspective management. Personal qualities are important too – have you some insight into personal hot (or blind) spots? How do you increase that awareness and develop the ability to delay your hard wired response?

In this sense ‘critical’ involves putting a different (and you probably believe better) perspective forward: this leads to discussions that are HARD or CHALLENGING to get right and that might come over as pretty hard hitting too. Here we need to know how best to explore different opinions: mining conflict (managing diverse views in a way that is productive), disagreeing well (so trust is preserved, or even increased). Being able to challenge others – and being open to it ourselves.

I am going to risk a mechanical metaphor to illustrate this! I believe that the engine of innovation in any institution is curiosity, and the ‘oil’ for the behaviours that turns good ideas into action is how we talk with others. The two skills in ‘crucial conversations’ are at the heart of the motor of improvement.

Critical Conversations are discussions that are both hard to focus and challenging to get right. They ‘cut to the chase’.

In a way they focus on the top right grid in a 2×2 matrix made with the dimensions of importance and challenge – they are important and hard to get right. A difficult place to get to and stay. It is the zone of productive conflict.

However, it is easy to be avoiding by choosing to be focused on the irrelevant and un-stretching topics. However, eventually, I believe this maxim is often a truism (in terms of conversations, if not flight safety!): “what seems safe is risky, and what is risky is safe”.

Important and non challenging topics achieve a chorus of agreement. Get those under your belt and move on. It is easy to dwell here.

The worst place to be is arguing over minutiae – a common ‘defence against the anxiety’ when facing the spectre of the critical conversation.

Finally, remember…

The Mother Abbess in the Sound of Music, when asked to admonish two quarrelling nuns:
“No, they are helping me to think by expressing two points of view”.

And an ancient encouragement from a (translated) latin motto: “The will to succeed – and the grace to compromise”.

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Big on Burnout?

Personal productivity No Comments

In the last week I have spoken with a few people who have felt a bit close to ‘burnout’. This has been clear in conversation and as indicated by this tool, developed with my colleague Steve in Australia.

You probably have met someone who has become burnout through their work, or maybe exhausted from some of their voluntary roles and obligations.

You will know it is a tough place to reach – and getting back from that point can take a while.

As this 4 step model illustrates burnout can be the ‘natural’ result from a stress response to pressure.

So, if ‘prevention is better than cure’, what are the options?

1) avoiding pressure might be useful – for example if you are hugely overburdened and are only coping by sleeping less, ‘running faster’ and cutting corners. Here you are looking to change your context. Maybe changing your job or negotiating some different obligations at work and home. This may be a temporary thing after a period of grief, for example

2) however for many of us pressure is inevitable (and to a degree desirable), so how to cope with the resulting stress becomes the key place to focus. Here you are looking to change your response – for example with exercise, meditation, reflection, coaching (or supervision or counselling), hobbies. This self assessment might be of use in thinking about your personality and how you respond. As this classic – and old – 1983 advert illustrates, some people have sources of personal energy that will keep them going longer than others. “Know Thyself” is key. Which sort of ‘bunny’ are you?

3) one self-preserving and common response to stress amongst staff in many organisations – especially those with an (?initially) attractive noble purpose – is cynicism: to management, to colleagues, and even to the end user such as patients or clients. However, this response can make the work and working environment more wearing and stressful for colleagues (and often to the cynic too). So cynicism isn’t sustainable for an institution long term, nor probably to the individual themselves either – as cynicism can be associated with over-eating, drinking too much, misery etc leading to ill health.

4) Once burnout is reached the key actions are acknowledgment, seeking help – and being kind to yourself and stepping back from the patterns that created the situation. Please let me know if you would like more information on this.

Being a bit self-focused maybe…
Be Ambitious in your plans.
Be Insightful about your capacity.
Be Kind to yourself (and others).

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‘On-Trend’ is on-trend

Engagement No Comments

Fashions?

Phrases: put it out there, reach out, super, on-trend

Foods et al: from sourdough to the, now, ubiquitous flat white (remember this from 2011) – though some in California are still struggling…the Antipodean approach to beer is pretty big in the UK craft scene too.

Fads at work: Alignment, Momentum, Pecha Kucha, unconference, compassion, stories, conversations  etc. (I hold my hands up).

And do you recall the speed of some fads, for example.

Thoughts on what next?

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Do you support the rSPB?

Improvement, Uncategorized No Comments

I live in Cambridge. The city and its surrounding area is home to one of (if not) the biggest and most vibrant conservation communities in the world. The RSPB is part of it. However, that is not the rSPB I am thinking of here.

I work across sectors. Time and time again I see the attraction of structural change to leaders. The more senior they are, the more they are attracted it seems.

However, I largely agree with the Australian organisational commentator Peter Fuda that the search for the perfect structure is futile and that “With the right values and behaviours, almost any structure can work.”

If we see organisations as communities then getting the processes, as well as behaviours, right is also crucial. Actually these ideas can be implemented more quickly than structural solutions (which, to be clear, are important too). Simple rules to guide day to day choices and moment to moment decisions about the processes used and behaviours lived are enormously helpful. I wrote about this a few years ago using a rather unsavoury example.

rSPB?
Recommendations for results from Structural, Process and Behavioural change. Think of something you are trying to achieve right now. Is your approach balanced – like a bird in flight?

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