Posts Tagged ‘Transformation’

Washington Post: Stupidity is the Name of the Game

Thursday, July 29th, 2010

It really is time for all of us to come together and say “it will stop with me” . In this Op-Ed E.J. Dionne Jr. points in the right direction stating that “stupid politics, irrational ideas on fiscal policy and an antiquated political structure undermine our power”. Then there are tons of comments that show how stuck we are. There is so much blame and polarization it is no wonder we can’t come together. Think about where you dig in your heels to prove your position in life is the right one without really listening to other perspectives. Think about the patterns you need to transform, and then get to work!  

 

In American Politics, Stupidity is the Name of the Game

By: E.J. Dionne, Jr.

Can a nation remain a superpower if its internal politics are incorrigibly stupid?

Start with taxes. In every other serious democracy, conservative political parties feel at least some obligation to match their tax policies with their spending plans. David Cameron, the new Conservative prime minister in Britain, is a leading example.

He recently offered a rather brutal budget that includes severe cutbacks. I have doubts about some of them, but at least Cameron cared enough about reducing his country’s deficit that alongside the cuts he also proposed an increase in the value-added tax, from 17.5 percent to 20 percent. Imagine: a fiscal conservative who really is a fiscal conservative.

That could never happen here because the fairy tale of supply-side economics insists that taxes are always too high, especially on the rich.

This is why Democrats will be fools if they don’t try to turn the Republicans’ refusal to raise taxes on families earning more than $250,000 a year into an election issue. If Democrats go into a headlong retreat on this, they will have no standing to govern.

The simple truth is that the wealthy in the United States — the people who have made almost all the income gains in recent years — are undertaxed compared with everyone else.

Consider two reports from the Center on Budget and Policy Priorities. One, issued last month, highlighted findings from the Congressional Budget Office showing that “the gaps in after-tax income between the richest 1 percent of Americans and the middle and poorest fifths of the country more than tripled between 1979 and 2007.”

The other, from February, used Internal Revenue Service data to show that the effective federal income tax rate for the 400 taxpayers with the very highest incomes declined by nearly half in just over a decade, even as their pre-tax incomes have grown five times larger.

The study found that the top 400 households “paid 16.6 percent of their income in federal individual income taxes in 2007, down from 30 percent in 1995.” We are talking here about truly rich people. Using 2007 dollars, it took an adjusted gross income of at least $35 million to make the top 400 in 1992, and $139 million in 2007.

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The notion that when we are fighting two wars, we’re not supposed to consider raising taxes on such Americans is one sign of a country that’s no longer serious. Why do so few foreign policy hawks acknowledge that if they lack the gumption to ask taxpayers to finance the projection of American military power, we won’t be able to project it in the long run?

And if we are unwilling to have a full-scale debate over whether nation-building abroad is getting in the way of nation-building at home, we will accomplish neither.

Our discussion of the economic stimulus is another symptom of political irrationality. It’s entirely true that the $787 billion recovery package passed last year was not big enough to keep unemployment from rising above 9 percent.

But this is not actually an argument against the stimulus. On the contrary, studies showing that the stimulus created or saved as many as 3 million jobs are very hard to refute. It’s much easier to pretend that all this money was wasted, although the evidence is overwhelming that we should have stimulated more.

Then there’s the structure of our government. Does any other democracy have a powerful legislative branch as undemocratic as the U.S. Senate?

When our republic was created, the population ratio between the largest and smallest state was 13 to 1. Now, it’s 68 to 1. Because of the abuse of the filibuster, 41 senators representing less than 11 percent of the nation’s population can, in principle, block action supported by 59 senators representing more than 89 percent of our population. And you wonder why it’s so hard to get anything done in Washington?

I’m a chronic optimist about America. But we are letting stupid politics, irrational ideas on fiscal policy and an antiquated political structure undermine our power.

We need a new conservatism in our country that is worthy of the name. We need liberals willing to speak out on the threat our daft politics poses to our influence in the world. We need moderates who do more than stick their fingers in the wind to calculate the halfway point between two political poles.

And, yes, we need to reform a Senate that has become an embarrassment to our democratic claims.

ejdionne@washpost.com

Teaching Leadership One Idea at a Time

Friday, June 25th, 2010

I have recently joined some Linked-In groups. I am not the best group joiner on the planet. I love dialogue and connecting, yet often find formal structures often feel too narrow for me. I guess the rebel pattern of wanting and needing lots of freedom to think what I want to think and stir up controversy still needs to be transformed into the community builder.

So, I joined about a dozen groups to practice my community building skills. Leadership development is dear to my heart so that was an easy one, then team building, women’s leadership, diversity, and change management.

I find I check the activity more frequently than I would have thought and find myself responding more frequently that I would have thought. I suggest to any of you rebel types reading this that joining an online group may well be the most effective way to harness the ‘there has to be a better way’ and ‘I’ll do it my way’ energy. Then you can change from the rebel need to be contentious to the community builder way of being cooperative.

One of the questions from the leadership group was what one idea would you want to teach new leaders. My response was about making sure that systems’ thinking is in place, the fact that no one wins unless we all do.

I am hoping some of my new friends will respond to my comment. It is actually more fun to be part of a community than to have to barge through in a rebellious way to get heard.

What’s in a “C”?

Wednesday, June 16th, 2010

We have an incredible team of administrators from the Derry Township School District at an off site at The Country Place. They are all achievers of excellence, so when I suggested that this past year we have been working together was “the year of the C” a look of disappointment went around the room like a cloud hiding the sun.

I explained, it had been a year of the “See” and the “C“.

They have all been willing to look at how a high level administrative team can harness workplace conflict, master workplace relationships, tackle leadership dilemmas, be pioneers and visionaries in the field of education, build trustworthy relationships, and have enjoyable friendships all at the same time.

They all “see with new eyes” and embrace life long learning. The task now is to take the skills they have learned to the faculty, board, parents, and youngsters they are helping prepare for the rest of their lives.

Here is what is in a “C“:

Challenge: response to the call that “there is a better way”

Connect: learning that we are all in it together and no one wins unless we all do

Curiosity: Shaking things up to see what “new” looks like, sounds like, and feels like

Culture: exploring how a culture blossoms when risks are taken

Commit: understanding the power of an entire system willing to forge a new path

Communicate: working with the forces of choosing the right words to tell the truth

Cause: weaving education, including administrators, teachers, parents, children, community, and board into a well constructed tapestry

My barometer of hope is high. This team of pioneers is making a difference. As they explore their own self awareness and the power of pattern transformation they are taking leadership development and workplace relationships to a rarified realm of innovation and creative intent.

Leadership Strategies and Signs of Distress

Friday, May 28th, 2010

One of our Total Leadership Connections groups did an inventive skit about what they had learned in the four session program. They took turns, one hand on “Don’t Bring It to Work”, other over their heart, swearing not to bring their most disconcerting behavior patterns to work.

One had to own the victim pattern; he was always the one who felt that no matter what happened, it was his fault. Another was a procrastinator, mostly late with his projects, and another was the martyr who felt she did everyone else’s work and was always exhausted.

The skit was filled with whimsy and great insights into what had been learned, about the benefits of self awareness, and accountability of behavior. This group of individuals has excellent careers ahead of them. They have done the hard work of peeling back the layers of ingrained behaviors that travel with us from childhood, and if not looked at and transformed, go with us to the grave.

In most companies there are no processes in place to look at the office politics that cause so much distress and strife, the workplace conflicts that boil and bubble from day to day, so much wasted time and lost productivity when there is a need to play “CYA” day in and day out.

What are the signs of distress that can be warnings that patterns are getting bigger and bigger and are in the way of productive work getting done? Here is what to look for:

1. Behavior repetition: coming in late day after day for example

2. Language repetition: telling same story of upset day after day

3. “Tattle-telling” about co-workers behavior

4. Offering “secrets” to you and only you

 5. Continuous miscommunication; “I never said that”  

Please remember, employees bring who they were until now into the workplace. They come to work with all the baggage of their previous work relationships and the issues from their original organization, the family.

The more we can become aware of our patterns the more we can tame and transform them. The more we stay the same, repeating what we learned as children for our own survival needs the more we create atmospheres of mistrust and lack of productivity.

Give your employees; give yourself the gift of growth. Learn the way OUT to observe your patterns and begin the change process. Understand where the patterns began and change is long lasting and deep. Transform the patterns and become a leader who inspires others to also take the risk of growth.

HBR: Does Leadership Change in a Web 2.0 World

Tuesday, May 11th, 2010

 

The “Wizard of Oz” keeps playing out in my mind as we constantly swirl into new, uncharted territory. If you haven’t seen “Wicked” it is an updated version with the back story of how the wicked witch got such a bad rap and why. How does this connect with leadership and technology? Mainly because we still need to address the human universals of what it means to relate to each other. So far, that really has not changed.

In this excellent article about Web 2.0 and leadership I was struck with the many comments that mostly pointed in the same direction; leaders need to be emotionally skilled. What we need are the action components of how to get there. “Don’t Bring It to Work” offers one part of the puzzle by helping leaders factor in behavior patterns from the past so they don’t muck up reactions in present time. We need to remember, technology is not the master unless we give our power away to it.

I’d love to hear how you have incorporated emotional awareness with technological skill. It is critical to learn from each other as we forge ahead into an amorphous future.

Does Leadership Change in a Web 2.0 World?

by: James A. Champy

I recently heard a retired general, a veteran of the Vietnam conflict, quoted as saying the only way he knew what was really happening was to be with his troops in the jungle. He was famously absent from staff meetings, wanting to be in the middle of the action.

I also recall attending a leadership course on the Gettysburg battlefield. During the battle that made those killing fields famous, there were no means of communications other than shouting over the din of mayhem. From hill to hill, station to station, no one knew what was happening.

Today, a general might take out her cell phone or more secure, sophisticated device to call the front lines — and if no one answers, she could tune into CNN to get the latest on what’s happening. A GPS system might also trace the progress of troops. But a smart general knows that there is no substitute for directly seeing and sensing what’s really happening on the front — even with the advent of the most sophisticated information technology and communications. And a brief physical presence always inspires the troops.

Like many executives, I use advanced technologies to manage and do my job. But I keep asking whether I’m a Luddite because my leadership style has not changed over the years, even though I’m “wired”. Without question, technology today enables leaders to communicate more broadly and quickly and to hear from many points of contact at one time. I can also effectively teleconference with people I know — but, as we have learned, remote communications don’t work well with people you don’t know. I have no doubt that I am a better leader because I am more current and knowledgeable thanks to technology. But I worry more that the world of web 2.0 — and what comes after — will distract, not add, from the skill of leaders, make them more, rather than less, remote.

Last week, I had lunch with the young CEO of an emerging company. He had come to seek my advice. He spent the first five minutes of our meeting reading messages on his PDA. Fortunately, there was someone else at the table with whom to talk. That made the meeting less awkward. Technology, in the hands of unskilled leaders, can create distance, and even a false sense of security. A person may believe that they are “connected”, but that connection may be superficial.

Of course, a very skilled communicator can reach and inspire thousands of people through electronic medium. The great televangelists come to mind. Now their messages can be propelled by Twitter, YouTube, and Facebook.

But leadership is not proselytizing. Real leadership requires relationships and personal engagement. Nothing I see in technology has yet to replace these qualities. I believe that technology will enable new business models, but not “new leadership”.

Jim Champy is a consultant and author. His newest book, Reengineering Healthcare, A Manifesto for Radically Rethinking Healthcare Delivery, will be released in June.

 

My Response:

We aren’t in Kansas anymore” is so true in this complex tech world. Yet, it was still the basic universals of relationships that took Dorothy to transformed places in their lives. It was and is about courage, creativity, and heart felt collaboration.

Leadership requires a clearer, faster picture of behavior patternswe need to understand and manage. It is the perfect time to focus on becoming pattern aware, as anthropologist Gregory Bateson said, to look for the patterns that connect.

Willis Harman was instrumental in helping me put together, “Total Leadership Connections“, a program that has as a priority self awareness based on what we bring to our present work organization based on patterns we learned and still rely on from our original organization, the family. We then become emotionally skilled and can get better, more effect answers using logic and intuition as a connected force.

Leadership and The Quality of Life

Thursday, May 6th, 2010

A friend of mine, amazing man, just sold his business for a lot of money, I mean a lot of money. Everyone is happy for him. He smiles when he talks about his pot of gold, his fabulous career, yet the smiles seem somehow vacant, somehow sad.

He invited me for late morning coffee. We sat at a cornet table, far from the maddening crowd in this busy Starbucks and I heard the story under the plastic smile.

He has the money now, and he has what he never had before, the time; all that is good. However, he told me he has been haunted by memories of years gone by and he can’t get these memories out of his mind.

Let me give you the picture. This tall, handsome man is in his early 60’s. He has been healthy and vibrant. Married, divorced, remarried; two grown children, a son and a daughter and two step sons. He has a beautiful wife, beautiful city home and a beautiful vacation home in a beautiful beach community. Got the picture?

Sounds like the model of American success? On one level it is. On another it raises a major question: what do we give up to get?

That is his struggle today. He is haunted by thoughts of how much he missed watching his kids grow up, how driven he was for success. How sad he is about the times that the office became his sanctuary and everything else was on the back burner.

Not sure what he wants to do with the remaining years. His parents and grandparents lived to their late eighties so unless hit by a truck he has many good years ahead. Yet, no preparation for what to do; there is only so much golf you can play.

He asked me to officially coach him, help him find some meaning, some new kind of quality. Most of my coaching time is spent with folks requesting leadership development and executive education. This is a new and important place for me to focus; with the boomer group searching for meaning.

We will be starting a program soon that is the result of my coaching with this man; it has been named “Total Life Connections“. It is based on our highly successful “Total Leadership Connections “program. It addresses the big question of how to give back, how to make a difference, what really matters when pinnacles of success have been reached and we stand there with vacant smiles asking “Now what?”

This program will answer that quality of life question. Call or email for more details.

Elegant Leadership and Healthy Survival

Wednesday, March 17th, 2010

Learning how to live in the Safe Stress Zone™ is important for every decision you make.  Once you can stay at a place of observing before you act, your chances of getting out of a tough time with a positive outcome is greatly enhanced.

titanic_3Brain science indicates that our decisions are made based on emotions not logic. It is so fascinating that so many people can ignore evidence that is right in front of them that does not compute with their emotional decisions. Think “Titanic” and you get the picture.

Here is how it works. Experiences that occurred as children are attached to emotions and leave a strong imprint in the brain. Years later when a variation of the experience occurs it brings up the past memories and it is the emotional memory that will have the first chance of affecting a present decision.

An example that recently happened with one of my coaching clients went like this:  his father was swindled by a partner when this man was a child of about four. The family lost their home and the father ended up committing suicide a year later.

Vowing never to be in a difficult financial position this man spent his life accumulating a fortune. This past year his business has, like many, been caught in the down economy; however, he still has many millions of dollars. What is fascinating is his fear of being left with nothing and the depression that is a daily occurrence.

It became so bad he would not even buy strawberries because they were not on sale. He insisted the heat be turned down to an uncomfortable 60 degrees and his children were required to make peanut and jelly sandwiched to take for lunch.

That is until he began the long journey to practice safe stress and uncover the deep fear that he would end up like his father. This is not in his “imagination”, it is in his brain!

Finally, he is touching back into the old buried fears and anxieties that have kept him and his family captive. He has used the OUT Technique to OBSEVE, UNDERSTAND and TRANSFORM the past.

We now know that as new ideas and concepts are embraced the brain changes physically, it has a quality of plasticity so we do not have to be trapped by the past, we just have to help get our brain into the safe stress zone for healthy survival.

Leadership Strategies and Safe Stress

Tuesday, March 16th, 2010

BS-DetectorWhen you walk into a meeting are you aware that your inner radar, what some call the BS detector, is immediately working overtime? Did you ever notice how you automatically take a step toward some individuals and when introduced to others you tend to move back?

The newest research in brain science indicates that we really do have an internal mechanism that will predispose us to resist or cooperate, to align with or stonewall. In the excellent book “Brain Rules: 12 principles for Surviving and Thriving at Work, Home and School”, molecular biologist John Medina helps us learn to navigate our own brains and learn some do’s and don’ts for healthy leading and living.

Medina has a marvelous sense of humor and is a first class teacher so check him out and watch some of his video clips for greater insight.

Based on research from him as well as Daniel Siegel of UCLA whose book “The Developing Mind” is a wealth of information, it is really clear that we need to be very conscious of learning to practice “safe stress”.

We know that stress actually hurts the brain and has a huge impact on productivity. Medina likens continued stress to attempting to fly a plane under water.

So, what is this area I am naming the “safe stress zone”? It is the place where you can learn to observe what pushes your buttons and how to limit the fear and anger that sets up heightened stress.

It is an exciting time in brain research. We can now track thoughts in the brain, much as we can track blood flowing through the circulatory system. The emotion center of the brain where the old fight, flight or freeze reactions occur will kick in when the prefrontal cortex is overloaded.

The OUT technique can be learned in our Total Leadership Connections program, by reading “Don’t Bring It to Work” and in our half day seminars to get rid of unnecessary workplace conflict. Make powerful changes by OBSERVING what and who pushes your buttons, then learn to UNDERSTAND where the behavior patterns came from to make deeper and more long lasting change. And finally, when you really put skin in the game TRANSFORM the annoying patterns and inspire and lead others in a powerful manner for their own changes.

This work is crucial for all managers who want to lead highly engaged and productive teams. The old command and control style of leading never really worked, and activated untold stress that most individuals merely stuffed until it would bubble over into physical illness, emotional difficulty, or the person would simply quit. Help create a safe stress zone in your workplace for increased creativity and productivity.

Leadership and Love Insurance

Saturday, February 13th, 2010

Why not make Valentine’s Day into a week celebration; or a month, or a whole year? Be a leader and help position it as a daily delight, day after day.

Now, let’s talk about a rare gift that can become a Valentine phenomenon; one without an expiration date like flowers, chocolates, or dinner at a candle lit restaurant. What I’m talking about you can give and keep giving for years.  It is…. drum roll please….. an insurance policy!

Yee gads, you say; nothing romantic about an insurance policy. In fact that can be somewhat depressing. They are there for accidents, floods, earthquakes, and death. Go away, I hear you mumble.

Just listen for a minute…..  I’m talking about something so radical, so revolutionary in the insurance field it can only be called “love insurance” and it takes a certain type of person, a true visionary leader, to understand the power of what I am saying. If you have vision and grit, then keep reading……give the gift of pattern busting!

Huh, you say! Not very romantic! And maybe you are thinking, how does whatever the heck pattern busting is, relate to insurance? Here’s the net-net. You know it is important to eat right and exercise to keep fit. You know you need to be seen for a regular check up by your dentist and physician. Those are preventive measures for health and longevity.

So, why not also consider your emotional well being, your emotional intelligence; important at home as well as for your career. You see, when you are healthy both physically and emotionally those around you benefit. Beginning to see the “love insurance” tie in?

What we have learned from a decade of facilitating the blockbuster program “Total Leadership Connections” is that it includes a built in insurance policy. Our insurance policy has an action component; it is called the OUT TECHNIQUE.

Here’s how it works: once you learn to observe your behavior patterns, the ones that always get annoyed stares from your family or your co-workers; you can learn to stop that dreaded behavior. Life becomes easier. Then, when you understand where these patterns began and what to do about it, you have even deeper and longer lasting change. And for the home run, when you transform these patterns to the positive side…. that’s where the “love insurance” kicks in. 

That’s when you, your family and those you work with see the changes, hear you differently and respond to you in new and happier ways. So, take a free quiz, and find out what patterns are keeping you from being in the best shape possible. And you can call us for a free consultation on effective ways to bust through the old behaviors; the ones that get in the way of optimum living. Take a step in the direction of getting everyone the best insurance policy on the planet.  Go to www.sylvialafair.com  or call us at 570 636 3858. Let’s make Valentines Day more than a time of wine and roses and chocolate.

Elegant Leadership and Risk Taking

Tuesday, January 19th, 2010

Recently Jeff Zucker, President and CEO of General Electric Co’s NBC Universal Entertainment, told PBS interviewer Charlie Rose: “It’s the sign of a leader to step up and say you know when something’s not working, and have the guts to reverse it”.

By the end of the interview, it was questionable whether Zucker, like Conan O’Brien, would be fired. That is the way we work. Take risks, win and get the equivalent of an Oscar. Lose, and get the boot!

Is there a better way? Can there be a middle ground where what is learned when risk- taking fails gets dissected, and gives those in the loop a chance to reform their thoughts and actions in a more positive way?

What is so often the case is that the “loser” is so busy defending what has happened and is feeling the heatwaves of being under constant attack, there is no time to learn from what has been going on.

As a culture, we are so addicted to winning, and accept that as the only way. We lose, yes – lose both sight of the value of the down side of risk taking, as well as the human cost of defending, explaining and justifying behavior.

Jeff Zucker may be in a stagnant time in his career. He may be used up in his CEO role. On the other hand, he may well be in a fertile time of learning from the mess and come up with some real and juicy ideas that will get NBC out of the doldrums. If he is fired, he will lose and so will whoever replaces him. There is always backlash where the pendulum often swings to the opposite side. Thus, conservative, risk adverse individuals often follow the risk takers and progress is paralyzed.

So, NBC, a paraphrase from the song “Give peace a chance”, think about it and “Give Jeff a chance”.