Archive for the ‘Ethics’ Category

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.

The Leader of the Future Won’t Even Be There

Monday, May 3rd, 2010

Every so often this internet world provides us with the best information and even better, a new friend. That is the case with Wayne Turmel, a true Renaissance man with a great sense of humor.

I am delighted to have him as a guest blogger and know you will enjoy his perspective about elegant leadership. ~ Sylvia

 

 

We hear a lot of talk about how leadership in the workplace is necessary now more than ever. I don’t know if I believe that- Peter Drucker pointedly noted that the challenges to get the pyramids built weren’t any easier  than the average project manager has to go through- but what I do believe is that leadership is different now than it’s ever been.

Face it, at least the guy at the pyramids was AT the pyramids. Most of us aren’t anywhere near where the work is being done.

This is not hyperbole. If you’re at a level higher than first-level supervisor, you probably have at least one direct report who doesn’t work where you do.  Heck, they might not even work for you, although you have the responsibility for getting the work done.  Welcome to the world of the “virtual team” and the “matrix” organization.

Now, does this mean that leadership has changed? Not really. Think about what most people would agree are 5 qualities of a leader (there are more but not too many people would say these aren’t important):

  1. Leaders are proactive: Leaders see what needs to be done, and get on with the job. But what if you can’t “see” at all? What if the people you work with are in a different office or even the other side of the globe?
  2. Leaders make connections: Leaders do not simply sit on the mountaintop and issue orders that people can’t wait to follow. They have deep, human connections with their people. That’s easy to do if you can see people every day and talk to them regularly. Not so much if they’re in Bucharest and you’ve maybe never even met them.
  3. Leaders listen: If you’re reading this, then you’re already aware that listening involves so much more than simply having ears that work. You have to read body language and listen for the subtle verbal and vocal clues that there may be more to the message than what people are actually saying.  But what if someone’s on the other side of the world and you communicate over the phone or email?
  4. Leaders let people do their jobs but step in when they have to: For so many of us, when we can’t see what’s going on we tend to want to exert more control and become micromanagers. Others take a “they’ll call if they need help” approach and wind up with some unpleasant surprises.
  5. Leaders communicate effectively: Communication is not just the big “state of the union” type speech but the aggregation of all the little things they say and hear. When you communicate through cyberspace the message doesn’t always come through the way you want.

Okay, so in this crazy modern world, has the role of a leader changed? Nope. All this still stands. The challenges are different and the tools at are disposal are largely unfamiliar. So what does this mean for those of us aspiring to be leaders in this new world?

  • Learn and use the tools at your disposal-modern communication tools can be much more powerful than we give them credit for. Most users of webmeetings, for example use less than 25% of their features and potential
  • Be more proactive than ever- Don’t wait for someone to come to you with a problem, but don’t hover either. Check in regularly and really listen and probe to understand what’s happening
  • Lead through influence, rather than authority- Face it, for more and more of us the people we lead and the projects we manage aren’t done by people who you directly manage. We need to get their buy-in and cooperation without having the ability to fire them directly so influence is more important than coercion or threats.
  • Model the communication behaviors you expect others to exhibit If electronic communication tools are the lifeline for your team, then learn to use them. If you don’t, why should they? 

The modern workplace is confusing, bewildering and a little frustrating, but is it really any worse than standing in the hot dusty Egyptian sun?

Leadership Conflict Turns Destructive

Wednesday, April 21st, 2010

 

I found this very good blog about the Toyota fiasco.  Please read and note my comments; I’d love to hear your thoughts.

Article by Steve Tobak, The Corner Office

Survival of the fittest requires conflict; that’s as true in the boardroom as it is in the wild. In that sense, conflict isn’t just a good thing, it’s a key ingredient in all great organizations. It’s the manner in which businesses test new ideas and up-coming leadership talent.

 

But there comes a point when otherwise healthy conflict turns toxic, even destructive. I’ve seen it happen too many times, and when it does, it can plunge a successful company into a tailspin from which it might never recover. Case in point: the leadership crisis festering inside Toyota.

 Yesterday’s Wall Street Journal chronicled the long-standing feud between the founding Toyoda family and Toyota’s non-family leadership faction. For generations, the pendulum of Toyota’s corporate leadership has swung from one to the other. And that’s worked pretty well … until now.

Now, the warring factions have taken their long-standing feud to previously unseen heights of public, personal attacks on each other. The family faction is led by Akio Toyoda, current CEO and 53-year old grandson of the company founder. From the WSJ:

     Mr. Toyoda and his allies have been saying openly that when he took the top job last year after a 15-year hiatus for the Toyoda clan, he inherited a company weakened by non-family predecessors who sacrificed quality for faster growth and fatter margins.

The problems arose when “some people just got too big-headed and focused too excessively on profit,” Mr. Toyoda said at a Beijing news conference in March. Mr. Toyoda’s opponents – former company presidents Katsuaki Watanabe and Hiroshi Okuda – have an entirely different view (also from the WSJ):

     They say Toyota’s current troubles are less a quality crisis and more a management and public-relations crisis of Mr. Toyoda’s making, reflecting their longstanding warnings that he wasn’t ready to run a global corporation.

      “Is Akio ducking criticism of being a beneficiary of nepotism by accusing us and trying to justify his ascendancy to the top job?” one of Mr. Watanabe’s top aides said. Hiroshi Okuda … has told at least two associates since the recalls of cars involved in sudden acceleration incidents earlier this year: “Akio needs to go.”

      Asked [in 2000] about future prospects for Mr. Toyoda, then a 43-year-old general manager, Mr. Okuda said: “Nepotism just doesn’t belong in our future.” He elaborated: “Akio-class talents are rolling around all over Toyota, like so many potatoes.”

In my opinion, both parties are actually at fault for the company’s current crisis. As I said a couple of months ago in At the Heart of What’s Ailing Toyota:

Like so many big companies before, in its relentless drive to become the world’s largest auto maker, Toyota’s management took its eye off the ball. In other words, growth became its priority, while the unique aspects of its culture and operational competencies responsible for its success to this point, became secondary.

After many years of stellar leadership, last year Akio Toyoda, the grandson of the company’s founder, became CEO. And while Toyota’s issues have gestated for some time before Toyoda took the reins, his spectacular mishandling of the crisis demonstrates that he wasn’t ready for the job.

Nevertheless, instead of working together to resolve critical issues facing the company, Toyota’s leadership has devolved to juvenile finger-pointing. And, if this once-great company’s leadership doesn’t get its act together, well, as I said before, “not only will its recovery be long and painful, but it may not recover at all. It happens.”

My response below:

The Toyota mess is so familiar to anyone who has spent time working with family businesses. I grew up in one and remember the tension between my father and his two brothers and then the tugging, pulling, and positioning when outsiders joined the ranks.I became a family therapist and then morphed into an executive coach with a passion for working with family firms.

I know that finger pointing is common in all companies and is compounded when the family name is being tarnished. Here is what I do know: when stress hits the hot button there is a natural tendency to revert to patterns of behavior learned in the original organization, the family, that were there for survival and security.

There is a need to create safety by blaming and judging others as a protection mechanism. I only hope that the Toyoda clan can gain some understanding of the how and the why they did not intervene to keep the brand and their name in a positive light.

Leadership and Education

Monday, April 19th, 2010

portrait_colorColorado Senator Michael F. Bennett deserves to be classified as an elegant leader. The definition of an elegant leader is one who can cut through the b.s. and see the essence of a situation and then find ways to make things happen.

Senator Bennett is the former Superintendent of the Denver public schools and is taking a stand in Washington for what is sorely needed, leadership in the schools. He wants to establish a national leadership institute and training centers in a bill that addresses high need schools.

His bill considers how the present system for recruiting, training, supporting, and retaining teachers and principals was designed for the last century and won’t work in present time. He is so right.

I did some research about how our present public education system began. It was brought across the ocean from a Prussian model that focused on what it would take to be a good citizen and do what was expected from you. It is based on a military model of respecting command and control and following orders.

This is obviously not what is needed in this time of internet, speed, and continuous questioning of rules. Questioning rules is one thing; disregarding responsible behavior is another thing. Somehow we have lost the capacity to teach youngsters about the “Three R’s”: respect, responsibility, and relationship

Schools are often armed camps. All schools, urban and suburban have locked doors and either television monitors or armed guards.

The need for educators to get the best leadership development is critical. They hold the next generations in their hands. The future we create is being created today by the care and direction we give our youth.

The essence of leadership development for educators is no different than executive leadership programs offered to Fortune 100 corporations. All leadership programs need one major adjustment, some include this and others don’t. It is a section on self awareness. Without being clear about our motives for why we do what we do there is too much room for error. The leaders of business and schools are the role models for the youth of our country and how they behave and make decisions is critical for where we end up.

Senator Bennett is leading an initiative of major importance and needs every alert citizen to support his efforts.  We need more elegant leaders like Bennett in government so send him your acknowledgment and let him know you are behind him. Go to: http://bennet.senate.gov/contact

What It Means to Be a Total Leader

Monday, April 12th, 2010

leadership-wordThere are so many words to describe leaders. In all the leadership development programs I have researched there are certain words that are on most web sites. Strong leadership is everywhere, so is powerful, committed, and of course, great leadership is always on the list.

Lately I have seen a rash of leadership blogs and responses about being a tough leader. I often wonder is this is in reaction to President Obama who many see as too soft, or bringing out too much of his “feminine side”.

As I research executive leadership and look at the who and the what of good to great leadership I am struck by the fact we keep using the same names over and over again; Jesus, Buddha, Gandhi, FDR, Churchill, and a rash of personal relatives from parents to aunts and uncles.

I would like to pose a possibility; rather than looking at being a strong, tough, fearless, etc. leader, perhaps it is time to address both the leadership qualities as well as the qualities of the men or women who can be great role models because they are TOTAL Leaders.

My definition of a total leader is someone who is so in touch with her or his inner and interpersonal realms they can be honest as they run through the total range of human emotions, who is real, who can express upset, and fear, who can show us how to radiate delight as well as be definite and firm in decision making. A total leader is one who has the strength of character to stay steady when the winds of change are blowing and will not waiver when the right thing is hard to do.

Total leaders are those who know that “we are all connected and no one wins unless we all do“. They have enough ego strength to let others be front and center, yet will take the stage when it is necessary. Total leaders do not avoid conflict, yet will not throw fuel on the fire to get their way.

I believe being a total leader is an ideal, to go toward, being the best we can be without the need for the fanfare although accepting the applause when it is given. Even if total leaders don’t always land on their feet, they have a way of keep on keeping on, even against all odds.

Do you know any leaders who are going toward this lofty goal? I would love to interview them (or you if this shoe fits) for our new teleconference program that will begin in several months. You can email me at sylvia@ceoptions.com so we can discuss. Thanks for any help you can offer.

Leading by Example

Monday, April 5th, 2010
Statue of Rip van Winkle

Statue of Rip van Winkle

We are all waking up from a long, deep sleep, the sleep of denial and avoidance. The internet has opened the way for us to be connected to what is “right leadership”. We all have the opportunity and responsibility to speak out against abuses that are, sadly as old as time. Yet, now, we can voice opinions that in the past were mostly thought and rarely spoken. And, if spoken were dangerous both personally and professionally.

I encourage everyone to read this response by Sister Maureen Paul Turlish to the article in USA Today “Is Catholic Church crisis about sex abuse – or leadership?” In the late 60’s I was a young psychologist who worked at Catholic Social Service in Pittsburgh, Pa. I was the only non Catholic on the staff and it gave me a powerful opportunity to learn about the tugs and pulls of what was possible to discuss and what was off limits about Church policy.

I know how important, yet difficult it is for those who have dedicated their lives to what they believe to speak out. This is, for me true leading by example and I want to acknowledge Sister Maureen Paul Turlish for her courage to speak out publically.

In an undernourished, yet obese society, her comments give us food for thought; they are part of what I see as a new health care movement that looks toward truth rather than denial or avoidance as a major part of prevention.

 

Sister Maureen Paul Turlish response:

WHERE DOES THE BUCK STOP?

In a recent press release from the Holy See, “concerning cases of the sexual abuse of minors in ecclesiastical institutions,” Director Fr. Frederico Lombardi repeats some of the more clichéd responses and predictable excuses to the church’s ever widening problems of sexual abuse, particularly the sexual abuse of minor children.

http://www.oecumene.radiovaticana.org/EN1/Articolo.asp?c=362995

Contrary to what Lombardi says in the press release from the Vatican, the institutional Roman Catholic Church has reacted to the continuing sexual abuse debacle neither rapidly nor decisively and the Vatican continues to distance itself from what has happened in country after country, first categorizing it as an “American problem,” then as a “homosexual problem” in the United States in 2002.

The church’s response continues to be reactive rather than proactive while minimizing the systemic and endemic abuse of power and authority which enabled and exacerbated it on the one hand while covering it up whenever and wherever possible on the other.

The “wide-ranging context” that Lombardi speaks of is that in countries from the United States, Canada, Australia and Ireland to Austria, the Netherlands and Germany, church authorities have repeatedly and consistently disregarded the institution’s own moral and Canon laws as well as the existing laws of the countries’ in which these horrific crimes against humanity took place.

The church has lost its way.

If church authorities had done the morally right thing initially, one wonders how many children would have escaped being sexually abused by a particular priest?

As Patrick Wall, a former priest himself, states:

“The Roman Catholic Church has the largest body of knowledge of non-incarcerated sexual offenders in the world.”

Who, one has to ask, would have more knowledge of the internal machinations utilized to cover-up and protect sexual predators from public scrutiny than Pope Benedict in his former position as Head of the Holy Office?

While attacks on any individual is regrettable and counter productive, the fact is that Pope Benedict XVI is at the helm of the Barque of Peter. His challenge is to see that current church policy agrees with his statements in something as significant as the recent pastoral letter to Ireland.

What was done by church leadership in the United States, for example, were actions they were forced to take by the pressure of public opinion after records, files and correspondence were forced into the public venue in 2002 by Judge Constance M. Sweeney, a very brave, grounded and principled Catholic woman of Boston, Massachusetts. As the facts show, the bishops of the United States at that time were forced to make the decisions they made even while powerful bishops resisted calls to accountability and transparency every step of the way.

Moreover, while Benedict has accepted two of the proffered resignations from the Irish bishops it is well to recall that not one bishop in the United States was removed from office because of his own complicity and collusion in covering up sexual abuse. Nor has anyone been forced to resign for violating then existing canon law, criminal law or civil law.

Bishops in the United States like Bernard Cardinal Law and his auxiliaries in Boston, who were shown to have been complicit in protecting known sexual predators, should have been removed from office, their resignations tendered instead of being rewarded with a plum position in Rome in the case of Law, or their own dioceses as has been the cases with complicit Boston auxiliary bishops.

Sadly there are also examples of state authorities making deals with bishops that avoided any kind of prosecution, even though some had to admit guilt to get the deal. In a shameless act of pure hubris, the bishops specifically chose not to hold themselves to the same standards of accountability they drew up for ordinary priests.

When are people of good will going to say, enough!

When are state legislators going to change the laws so that justice can be pursued for the thousands upon thousands of victims of childhood sexual abuse who have been unable to access let alone obtain justice?

In most states and probably in most countries, existing criminal as well as civil laws give more protection to sexual predators and their enablers then they do to victims of childhood sexual abuse by anyone. The problems with statutes of limitation which have expired are probably much the same in Germany and other European countries as they have been is in so many jurisdictions in the United States.

This is deplorable and should not be the case.

The removal of all statutes of limitation in regard to the sexual abuse of children is the single, most effective way to hold predators and enabling institutions accountable before the law. More than that, window legislation allows a set time frame for previously time barred cases of sexual abuse by anyone.

It is possible to change the laws in order to give some semblance of justice to those ravaged at so tender an age. What is needed to effect that change is the will to hold all sexual predators of children accountable along with any enabling individuals or institutions.

The state of Delaware is one of a very few number of states in the United States which has removed all criminal and civil statutes of limitation in regard to the sexual abuse of children by anyone. It also legislated a two year civil window for previously time barred cases, again, by anyone. That window closed in July of 2009. Delaware also has a civil registry for those judged responsible under civil statutes.

In a civil suit, unlike a criminal suit, the burden of proof that any sexual abuse took place is on the plaintiff. The burden is not on the accused individual or institution to prove innocence, at least not in the United States.

Every victim of childhood sexual abuse should have a right to the pursuit of justice at the very least!

What people seem to forget is that children’s rights are human rights, that children’s rights are civil rights and that the hierarchy, the leadership of the Roman Catholic Church, has violated those children’s rights in the most profane of ways, not only by covering up for sexual abusers, mostly priests, but also by enabling the further abuse of untold numbers of children by these particular individuals who were known to be dangerous predators.

If Delaware can do it other states and other countries should be able to do it as well, and hold sexual predators and any enabling institutions responsible, especially when those institutions choose to ignore their own internal laws.

I was privileged to testify before the Senate and House Judiciary Committees in support of the 2007 Child Victims Law in Delaware.

No rules and no laws of any religious organization or denomination should be allowed to trump the laws of a civilized society where the protection of children is concerned.

Not only should the institutional Roman Catholic Church be held to the highest standard as a signatory to the United Nations Convention on the Rights of the Child, it should be leading by example and showing what can and should be done to protect children from sexual exploitation, from what really is another example of trafficking in individuals for purposes of sexual exploitation, nothing less.

By any objective standard the church has grossly violated the U.N. Convention on the Rights of the Child for decades.

Is it time to formalize those violations as the crimes against humanity they truly are?

Sister Maureen Paul Turlish
Victims’ Advocate
New Castle, Delaware
maureenpaulturlish@yahoo.com

Leadership Strategies: Making Envy Go Away

Thursday, April 1st, 2010
Envy: Green Eyed Monster

Envy: Green Eyed Monster

In the April edition of  Harvard Business Review is an article about how envy can sabotage your company’s performance. The word envy is one of those emotional words that spark memories. I immediately went to a time at age fourteen when we were all nervously trying out for the volleyball team at camp.

It was not for love of volleyball that was merely the vehicle; it was prestigious because the team would travel around the state to other camps at least once a week. It meant freedom; it meant checking out the boys and comparing them to those left at our home camp. It meant freedom, oh I already said that.

There were two slots left. There were three of us vying for these places. I was standing next to Lois Fisher. We were the rivals, the envy twins. We were always in competition. We said we liked each other to everyone, yet, the tension was always there between us.

I won the slot, she did not. I felt so superior, in ways that all fourteen year old girls know; subtle yet calculating. She ended up as the coach’s assistant. So, every game had Lois on the sidelines making comments about me, my stance, my hits and mainly my misses.

I did not perform well. Lois’ eyes were always boring holes in my body. I was so determined to prove her haughty judgments wrong I often froze when the ball was coming right to my outstretched arms.

Fast forward to a work experience; there she was again, no, not Lois Fisher, this was a guy named Matt Stevens. He had the same smirk, the same capacity to judge. I was a mess. I kept missing the ball.

Then I took the time to go back to the essence of my angst. It was that envy thing. I tracked back in a moment of quiet to Lois. Then I got to the “aha” moment that had all the workplace conflict melt away. I went to the place I had learned in the leadership development program from years ago. I went home!

What I realized was that the core of the tension, the jealousy was still lurking there, still under the radar, still connected with my older brother, the one who became a doctor, who always had the right answers, the one I saw as always judging me.

Here is where the Harvard article is good, yet misses a key point. The questions to ask yourself to find the source of your envy do not go back far enough. They won’t get to the “mother root” and thus will keep the pattern coming back over and over.

What I know, and why I wrote “Don’t Bring It to Work” is that when stress hits the hot button, when emotions get the best of us, we need to look into our original organization, the family. That is where the patterns that spark upset lie. It is where we find that the Lois Fisher and Matt Stevens of the world are still remnants of something older, more primal that drive us. Once we can observe these old patterns we can begin to change them. Staying in the present to find solutions can only take us so far.

Leadership, Courage and Staying Stuck

Monday, March 8th, 2010

Edmund Pettus Bridge

Edmund Pettus Bridge

Yesterday was a day of glitter and glitz at the Oscars. It is often interesting to see what else has happened on the same day through history. The big one that stands out is “Bloody Sunday” on March 7, 1965.

The connection with the Oscars is to see so many people of color walking grandly to the stage for awards and think about those people of color who, 45 years ago also walked. What a different walk that was, across Selma, Alabama’s “Edmund Pettus Bridge”, where they were met with tear gas and police clubs during a voting rights march.

It was a courageous time when so many still in their teens banded with leaders who were willing to put not just their names on the line; their lives were also up for grabs. Here is where 600 plus individuals came together to say “It will stop with me”.

This was an active solution to lives lived in fear. It was where those who had been victimized for generations threw off the victim mantle and began to explore options, to take charge of their lives in a new way.

The color lines are more blurred at the Oscar ceremonies than ever before. There is a camaraderie based on creativity and a search for excellence. The film “Precious” however, shows that the poverty and sadness of past generations of poverty and struggle still has a long way to go. Yet, and yet, there is the beauty of the human spirit that shines through and gives hope that we are, albeit slowly, moving in the right direction.

However, some stay so, so stuck; when it was announced that Arne Duncan, Secretary of Education is to meet with students at the Robert E. Lee High School in Montgomery, Alabama on Tuesday, to commemorate the anniversary of Bloody Sunday, there was controversy. The school had opposed the march those long years ago and therefore this opposition should still be respected, so goes the rhetoric.

When do we let go of the past and move to higher ground? When do we clear the past to free the present? In some places it simply and sadly takes longer.

Leadership and Self Awareness

Monday, March 1st, 2010

There is an interesting new TV program airing this Friday; “Who Do You Think You Are?” based on finding the long lost ancestors of celebrities.

This is not just for the rich and the famous. I believe we all would benefit from finding out more about where we came from, and what patterns of behavior were handed down from generation to generation.

Most of us are interested in ourselves and don’t care all that much about the stories of those who came before us. We are polite when grandparents talk about “walking miles to school on dirt roads in flimsy shoes with only an apple for lunch.” We say to ourselves that times have changed and that was then, not the way it is now.  We want to stay in the present and not look back.

So, what is the value of searching for ancestors and finding out more about where we came from? Lisa Kudrow, of “Friends” fame and producer of the new series put it clearly “We always forget how important history is. It informs everything that happens after.”

In “Don’t Bring It to Work”,  there is a way to begin the search for your own history, because Kudrow is right, the past does inform everything that happens after. In the book is an outline of a “Sankofa Map”. The word Sankofa comes from Ghana and means “clear the past to free the present”.

What we know we can change, what remains hidden, can haunt us. No, it is not possible to know all the details; that is not what matters. What matters is finding the themes that have tumbled through our histories. So, often with a little time and willingness to dig down, the pieces of our personal histories are available to us.

It is so important for leaders to take the concept of self awareness into the long-ago past and find out how the patterns handed down from great grandparents to grandparents to parents to children through the ages impact decisions made right now.

The stories we learn about can be fascinating and shed light on why we do what we do. Every family has its share of heroes as well as villains and we can then pull on the positive patterns and stand on the shoulders of the past rather than repeat it.

Women Leadership and Change Management

Monday, February 22nd, 2010

 

This is a time for women to pat themselves on the back for all the successes that have come in the last 60 years. The role of women has changed dramatically, and it has been mostly a quiet revolution.

 
But there have been some loud bumps and bleeps along the way, like the angry wife who took action to cut off her husband’s private parts, rather than just wish she could. With the rash of cheaters now making the headlines that may be something to rethink instead of all the shame-faced public apologies. Scratch that, it was just a wandering thought!

 
Since, within the next several months women will become the majority of the workforce, and we know there is power in numbers, it is an important time to think about what we, both female and male, want to have as change initiative, moving forward.

 
I would like to underline the importance of a partnership model. Women and men need to talk in a new and more effective way. It is about how we connect and relate around the things that matter most – our relationships and how to be stewards for the future generations.

 
Not enough air time has been given to these priorities, and as a society I believe we are suffering and self- medicating through substances, sex, and shopping.

 
There is a new feminism (what about a new ‘malism’) that takes into account the differences in the way men and women are wired. We need to find a middle way that takes into account how male and female brains process information. Not good or bad, just DIFFERENT.

 
Even more importantly, we need to take into account the legacy we hand to the next generation. So far, we, and that means all of us, have not gotten high marks here. What are we teaching our kids about what it means to be a woman, a man, a business person, a citizen, a human being?

 
The workplace is the place where change can happen and happen quickly. It is the place that has changed the most in the past century. It is the place that women and men can begin a true dialogue and real partnership can occur.