​It is often said that simplicity is the hallmark of a genius. Strong leaders take complex concepts and boil them down to a simple statement or formula that provides the basis for understanding. Now I don’t pretend to be a genius, far from it, but I have found that there are four simple questions leaders need to ask.

1) Where are we going? The answer to this question lies in the organization's vision, mission, goals, and measurable objectives. Without these statements no one is sure where the organization is headed. We have witnessed numerous occasions where management and staff ran around in circles and operated with sheer frustration when they were unclear about the overall direction of the  organization. 

2) Who is doing what to get us there? Once the management team knows where the organization is going it is ready to work on designing an effective organizational structure. This includes detailing various roles, responsibilities, accountabilities, Job descriptions and specific work objectives to get the job done. With these in place, work is now structured to accomplish an end and everyone within the organization should know what to do and where they fit.

3) What are we doing today to make things happen? We will never get to our destination unless we make something happen. So clarifying daily, weekly and monthly tasks and priorities to accomplish the work is absolutely necessary. By keeping to task we make things happen.

4) Did we accomplish what we set out to do? The old dictum “you can’t improve unless you measure.” is true today as it was when it was first uttered.  The leadership team requires relevant data to evaluate how well and how much was accomplished during the period under review. By keeping score and having the appropriate data it can answer the question: "Did we do what we said we were going to do?"

What to do: Before something runs amok in your organization ask: Do we know where we are going? Are we clear about who is doing what? Are we focused on achieving results on a regular basis? Do we have the tools in place to measure results?

Want to learn more? Mark Light has an interesting book entitled “The Strategic Board.” He fleshes out these four questions in greater detail from a board leadership perspective. 

The Commitments Leaders Make for Themselves as They Move Out of the Middle

This is the last in a four-part series of articles about the difficulties leaders have as they work towards transformational change within their team or organization. It is the last in this series but no means the last word about the muddled middle of a change process. Transformational change doesn’t come easy and leaders must be vigilant about the following five areas of personal commitment if they want to continue moving their team forward out of the middle.
 
Commit to circular behaviour. “Circular Behavior,” is somewhat akin to “Managing by Walking Around.” The leader commits to being visible throughout the organization. Here the leader is not so much concerned about vertical hierarchy but about helping individuals and teams connect the dots, or the spaces (sometimes chasms) between them. The leader inspires, encourages and energizes through the positive act of influencing (relates to others in a considerate, respectful and attentive manner; takes into consideration individual moods, interests and concerns; and builds rapport by being tactful and diplomatic) rather than the misuse of power (use of authority, control, rules, supremacy, and coercion); and, suggests ways to implement or clarify the “play book” for successful change. “Circular behaviour” is always important but it is crucial during the middle stages of change.
 
Commit to Re-energizing Self. A change process is hard work. At the end of the day leaders can feel a sense of accomplishment or discouragement. In both instances, and all those in-between where the highs and lows take place, the leader must find ways to re-energize self. Exercises that promote periods of relaxation, meditation, recreation, proper diet and sleep are critical to the leader’s personal wellbeing. The leader is of no use if burnt out; only when h/she is on fire with passion and excitement will he/she pass the fire onto others. To move beyond the middle, leaders must take time to take care of themselves.
 
Commit to Resilience and Patience. Along with re-energizing self comes resilience and patience. Resilience gives one the capacity to bounce back from difficulties. Patience is the capacity to accept or tolerate delay and difficulties without getting angry. It is synonymous with tolerance, restraint and self-reliance. Resilience and patience are important characteristics when the leader doesn’t see movement or there appears to be a set back from progress. One CEO put it this way, “Two steps forward, one step back. Resilience and patience is the practice of the day.” The leader must re-commit to resilience and patience as he/she moves out of the middle.
 
Commit to Continued Self-Learning. When leaders move forward from the middle, they need to remind themselves and others that the process requires continuous learning. There is a saying that “nothing stays the same because things are always changing.” The corollary to this is “learning and change are inseparable friends.”  If this is the case, then leaders must keep tuned into the learning process and tease out what new things they are learning as the team or organization moves forward. They also, in the process of moving forward, may become stuck once again or mired in a tangled mess of conflicting messages or dynamics that slow down movement. It is during these times leaders could call upon a coach or mentor to help them get back on track and sort through the lessons learned.
 
Commit to Squelching Unwanted Rumors and Myths.  My experience shows that when leaders are about half way through the change process myths and rumors may become more prevalent.  All organizations have myths and there will always be rumors. In fact, when people look back on their work career, they often point out the many myths and rumors with a sense of humor. Many of the rumors and myths are harmless, but when they impact the vision, purpose, values, goals and priorities of the organization and effectively slow down the change process, they need to be squelched. Often the rumors start because there is a lack of communication among the key players within the organization. The best way to avoid rumors is to not let them start. Leaders need to keep communications transparent and clarify any misunderstandings through team meetings, coaching or through his/her “circular behaviour”. 
 
Summary: We have learned through this four-part series 1) what happens when teams or organizations become stuck half-way through transformational change; 2) why people are reluctant to change when caught in the middle (or the muddled middle as I like to call it); 3 what leaders can do to help the team or organization move out of the middle; and,4) the commitments leaders must make for themselves as they move forward.

Re-vitalizing the team or organization mid-way through the change process focuses on strengthening a sense of “Esprit de Corps” by:, energizing everyone, bringing people back to the core (vision, purpose and values), encouraging open and transparent communication, nd promoting effective coordination and collaboration. To move forward the leader needs to commit to her/his own circular behaviour, health and wellbeing, resilience, patience, self-learning and squelching unwanted rumors.

Richard Fontanie, MSW. FCMC
 
Suggested Reading
Warren Bennis, On Becoming a Leader
Morgan, Harkins, Goldsmith, The Art and Practice of Leadership Coaching
Kouzes, Posner: The Leadership Challenge
Secretan, What Great Leaders Do –

My previous two articles pointed out the difficulties leaders have when they are half way through a transformational change process. The first article discussed “what happens” when the process gets stuck, and the second one emphasized “why” people are reluctant to move forward half way through the change process. It is not unusual in times of transformational change for the process to bog down as transformation often comes about by disruption and a series of relapses and missteps. 

This article outlines four actions leaders can take to help the organization or team move forward; my next article will suggest the personal commitments leaders can make to keep themselves moving ahead.
 
Re-commit to the Vision and Purpose.  When progress falters it’s time for the leader to engage the appropriate people to re-commit to the initial vision and purpose for the change. This isn’t just reminding them about “why” the change is necessary but about engaging everyone in a realignment of both vision and purpose. Here the leader encourages a dialogue with them about their understanding of the vision and purpose and how it applies to improving the organization and the service to customers.  By re-committing to the vision and purpose leaders give people “hope” for a better outcome. They are appealing to people’s emotions or to the “heart” of why the organization is engaged in a change process.  During this re-commitment exercise leaders need to be prepared to tweak or modify the vision or purpose statements to clarify any misunderstanding.
 
Re-commit to the Values of the organization or team.  Values provide the principles upon which an organization or team culture rests. Values, if they are relevant and meaningful, must be owned by the people within the organization. In most instances they are developed and approved by them at the beginning of the change process.

Sometimes, when teams and organizations are stuck in the middle of change, values become muddled, or people don’t adhere to them which causes angst and frustration.  This presents an opportunity for leaders to  engage people to re-commit to the values. One way to do this is by conducting a short survey on how well people perceive they and others are living the values; and, sharing the results with them and then entering into a dialogue on what they can do to improve their behaviour so that they better reflect the values. Other times, unfortunately, the values and principles underlying the change process did not occur at the beginning of the change process. If this is the case the middle muddle becomes more desperate and it is incumbant opon the leader to engage the team or organization in a process of value determination and clarification.

One principle that should always be front and centre for all change is that the change must be customer centric; if this isn’t the case then the change will be futile, costly and with limited return on the hard and soft investment given to the process.
 
Promote the Change Process as Everyone’s Business. Change is not the leader’s challenge alone. Change occurs when everyone in the change process recognizes that they have a role to play.  By clarifying “change as everyone’s business” the leader seeks a re- commitment from everyone to join in the process – to take ownership, responsibility and accountability for their part. Just as in point one above, the leader engages the team or organization in a dialogue. This time it is about seeking input regarding the importance of ownership, responsibility and accountability. The discussion about “change is everyone’s business,” often ends with a formal commitment agreement i.e. a signing or re-signing of a document indicating a commitment to take ownership, responsibility and accountability for actions and behaviours.
​
Re-commit to Collaboration, Coordination and Communication. Collaboration, coordination and communication are three ingredients for a successful change process.

• Collaboration is the process of two or more people or organizations working together to successfully create or achieve the same thing or result. It is closely aligned with cooperation and requires leadership to work with functional teams, groups or individuals with specialized expertise to breakdown barriers or challenges among them.

• Coordination enables individuals with different expertise or functions within the organization or team to work effectively together. Collaboration and coordination go hand in hand – leaders encourage collaboration so that everyone can coordinate their efforts to achieve the end.

• Communication, is the glue that keeps the other two open, transparent and moving forward. Communication transmits or exchanges information among those engaged in the change process. Leaders are required to keep all three ingredients in motion so that those in the change process build bridges among each other and adjust quickly to meet emerging challenges or opportunities.

It is important at the beginning of the change process for leaders to engage participants in setting the ground rules for collaboration, coordination and communication. Mid-way through the process they may find that they need to re-engage team members to re-commit to the three ingredients. This usually takes a session to review what is working and what is not and make corrections and a re-commitment to the three ingredients.
 
Author: Richard P. Fontanie, MSW,  FCMC

Suggested Reading

• Conner, Smith, Hickman: The OZ Principle – Getting Results Through Individual and Organizational Accountability
• W. Edwards Deming: The New Economics for Industry, Government and Education
• Bennis, Nanus: Leaders, The Strategies For Taking Charge.

Workplaces "are a-changin" to borrow a phrase from Bob Dylan's title song "The Times They Are a -Changin". When we think about it, hasn't change always been with us? Every generation sees a shift in how we build and relate to each other. I think of my father, a mechanic, who worked on the Model T and Model A Ford and advanced to vehicles with sleek designs, automated transmissions, travelled farther, faster and with greater efficiency which could only be a dream back in the 1920s. Change in the automotive industry was constant. He also witnessed massive changes in the social order, having lived through two world wars, the impact of coming of television and the spread of the entertainment industry, the exploration of space, the advancement in education and the dawning of the computer and the information age.

Massive changes these were. All affected the way we work, play and relate to one another. Yes the times were "a-changin." And they still are. However some things don't change. These are the legacy of great leaders of the past who can continue to inspire today's workplace leaders.

What I find as we move from one generation to another is how successful companies were and are open to change, both on the technical and socio-cultural sides of the business. They understand the "yin and yang" of business.  This means attracting leadership that continuously advance products and services but also can inspire loyalty, commitment, and fervor in the workplace. In today's workplace what are the qualities leaders need to do this? I suggest they are the same ones that have marked the leaders of the past. However, I think we need these qualities more than ever today. Leaders keep employees when they:

Have Integrity. Leaders with integrity practice what they say or "walk the talk" as the saying goes. They walk with consistency, honesty, trustworthiness, and moral up rightness. They hold themselves to high ethical standards and deal with others with respect and dignity. One of the greatest compliments one can give a leader is to say, “Her/his actions show he/she has integrity.”
 
Show Gratitude. Great leaders count their blessings and understand they are leaders only because they have followers. Without followers who do they lead? Their gratefulness is exhibited through a strong sense of appreciation for those who work for them and with them. They are humble when they receive praise and point to those around them who help them achieve the company's vision and goals. 

Champion Values. Great leaders clothe themselves in the values and principles that guide the organization. Too many businesses spend time mapping out their values and then the leaders fail to champion them. One of the most demoralizing behaviours within organizations occurs when people see their leaders contradict the values everyone is expected to up-hold. Leaders can only champion values if their behaviour is consistent with those values. Championing living values goes hand in hand with integrity. 

 Encourage Participation. Great leaders understand that the way to achieve commitment to goals and strategies is to engage participants in determining what action to take to make them come alive. This requires strong influencing and communication skills. They encourage employee participation in the planning process and those expectations that affect them. Great leaders don't say "Do this and that!" Rather they say "How do you think we should do this or that?" They are consultative rather than directive; however, they can be directive when the need arises such as in an emergency or crises situation. Even in a crisis though they often call upon their key advisers to discuss options. Sometimes business leaders can be mini-dictators, and when they are they primarily operate by creating fear. Great leaders don't lead with fear but inspire with hope, encouragement and engagement.

Take Time to Listen. The art and skill of listening is a lifelong challenge for some, but for great leaders they are a necessary attribute. Great leaders don't close their ears to receiving new ideas, ways to improve, the story of a troubled employee, or, a plea for help to solve a problem. They are empathetic listeners who try to understand the context of a problem, issue, or employee difficulty and engage those affected in determining a solution. An empathetic listener may not have to say anything, but evidences that h/she is listening. The point here is that great leaders take time to listen before they act or encourage others to act.

 Promote Continuous Learning. Great leaders are open to continuous learning. They are eager to challenge their own thinking and not afraid to change a course of action or learn from both mistakes and successes. In today's business world great leaders know that the only way to keep ahead of the curve is to continuously improve people, processes, products and services. They identify as a priority training dollars for both technical and transferable skills during economic up-swings and down-swings. It takes courage for leaders to protect training dollars during economic down turns particularly in a culture where employee training is viewed as an expense rather than as an investment in the growth and regeneration of companies.
 
Lead Without Micromanaging. Great leaders know how to delegate and then get out of the way. Leaders who micromanage become the thorn in the side of those whose responsibility it is to carry out that which has been delegated. Leaders who micromanage have difficulty in letting go, they want to be 'doers' rather than leaders. Leaders set the boundaries for the delegated responsibility: they clearly state what they are delegating, put the matter into context for the delegatee, identify when the matter is due, hand over the responsibility to get the job done, and then get out of the way. When the matter is completed they review process and outcomes with the delegatee; and, if there are problems along the way, they engage the delegatee in finding solutions rather than providing solutions. If the person doesn't carry out the responsibility, then the leader needs to understand why. If it is because the person doesn't have the skills then a teaching moment presents itself; if it is because the person doesn't want to do it, is a procrastinator, or other factors are in the way, then a performance coaching session presents itself. Whatever the situation, great leaders divest themselves of micromanaging and arm themselves with managing the behavioural issues surrounding the delegated task.

Do the Usual Things Well.  When the normal functions of an organization work well, great leaders stand back. To get to that level they ensure the usual requirements of the organization are done well. They put in place appropriate policies and review those that are outdated and make changes where necessary, follow sound hiring practices and lead the marketplace with better salaries and benefits. In short, they hire the best and pay them well. They continually promote process and operational improvement strategies; ensure technological tools are current; keep products and service relevant; scan the marketplace environment and adjust their market and sales strategies accordingly; and keep sound stewardship over all their resources. Yes, they do the usual things well. 

 Show Compassion. Great leaders are compassionate people. They are contributors to their communities in several ways. They encourage employees to become involved in extending themselves to those less fortunate. Examples abound in our community alone where leaders donate portions of their profits to contribute to such causes as the Food Bank, Habitat for Humanity, Head Start schools, University expansion, United Way, hospital expansion, libraries, health research, and scholarship funds, to name a few. They also encourage employees to contribute in a direct way with food drives, fund raising, and volunteering. Great leaders have learned that in "giving" they "receive."

Celebrate and Socialize. Great leaders understand that it is not always work that counts. They encourage employees to celebrate achievements both from a business and a personal perspective. They promote opportunities for company socialization to bolster camaraderie and team spirit. Sometimes they combine these with learning events or office retreats; often they are promoted as a recognized dimension of the corporate culture. 

Lessons Learned: Change has always been part of growth and development. Without it we stand still. And when we stand still we start to go downhill and growth atrophies. Great leaders understand this. They also understand that employees want to work in a place that is alive with enthusiasm and joy. They know how to engender loyalty, even in a time when research indicates that employee loyalty is waning. They know that exhibiting personal integrity, living strong personal and company values, showing gratitude, listening deeply and being compassionate are the intangibles that make a difference in the workplace. They are also confident that the way to foster loyalty is to encourage engagement and participation, make sure all the usual things are done well, delegate without micromanaging, view learning as a necessary adjunct to personal and corporate growth, and celebrate and foster socialization within the workplace. If you want to become a great leader check how well you are acting on these attributes and develop a strategy where you think you can improve.  

Author: Richard P. Fontanie, MSW, FCMC  Up-dated from Fontanie Leaning Solutions.

Note: Image from Freedigitalphotos.net