Entries by gmader

Don’t confuse ‘consensus’ with ‘alignment’

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In the eyes of many leaders, the ultimate “buy-in” prize for a strategic plan is reaching consensus. The belief behind this myth is that as long as everyone feels pretty good about the plan, and has no strong objections, that’s about the best that can be hoped for, especially in a large and diverse system. But the problem with driving toward consensus is that it requires settling for the lowest common denominator everyone can agree with, rather than striving for solutions that challenge current thinking. In order to tick the box of consensus, leaders don’t need to have the tough conversations. They don’t have to deal with conducting a dialogue that transforms diverse opinions and […]

Stop trying to predict the future!

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Every year, executives around the world go through the customary tradition known as ‘strategic planning’. They emerge from days or weeks of meetings with a sacred document that — if adhered to — will increase their sales, make their services shine, engage their staff and secure their future. Well, that’s the story they tell us in business school anyway. But unfortunately – as Professor Robert Kaplan of the Harvard Business School and his associate, David Norton of the Balanced Scorecard Collaborative tell us – as much as 90 percent of all corporate strategies fall short of their stated objectives. From my many years of global experience, helping executive teams generate a clear and compelling direction […]

Are you asking for what you really want?

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You would think that asking for what you want would be the easiest thing in the world to do. But it isn’t! In my coaching work I often ask people, “So, what do you want?” or “What do you want the outcome to be?” or “What do you want to accomplish?” Many people, when confronted with this direct question, find it hard to spit out a clear answer. Some say, “I know what I want” but as they attempt to describe it they get caught up in a long-winded conceptual description that is very confusing and vague even to them. A few simple follow-up questions such as, “What do you mean by that?” or “How […]

Do you have enough honesty around you?

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When I coach organizations I typically start by learning about the company; about its business, culture and team dynamic. I speak with people and get their insight and feelings about what’s working and what isn’t working. Very frequently there is a dissonance between how senior managers view things and how their junior managers and employees do. While senior managers often paint a more rosy picture and claim that things are really going well, their people often highlight all the issues and describe things as not going that well. In addition, employees often express frustrations about their managers. They often say things like: “We can’t be honest with our managers about the burning issues because they […]

Are your people your most valuable assets?

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There are many philosophies and approaches associated with enhancing corporate culture. At a high level I would put them into two categories: One school of thought represents the view that in order to create a strong culture and get everyone to row in the same direction you need to create clear metrics and KPIs (key performance indicators) in all key areas and then manage and control these with rigor, discipline, efficiency and a firm hand. As a result, people will fall in line. Another school of thought says that in order to build a culture in which ‘the whole is stronger than the sum of its parts’ you have to ensure that everyone’s heart and […]

Pay attention to what comes out of your mouth

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How we think and speak about ourselves and others determines the space and mood we live in. Speaking, thinking and even feeling are really very similar in nature. They all involve having internal conversations. Many times when someone asks us “How are you feeling?” it takes us a moment to answer, and only when we say out loud “I am angry!” or “I am sad!” we realize how we actually feel. It all happens in conversation. In the world of conversation, there are two types: empowering conversations and undermining conversations. Engaging in empowering conversations make us bigger, stronger and more energized. Engaging in undermining conversations, obviously, make us smaller, more circumstantial, cynical and resigned. Sometimes […]

Start talking about what you are not talking about

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What do you consider to be the key drivers of your group’s effectiveness? Is it your ability to raise and address difficult issues? Is it your skill at being able to come to alignment on common goals or objectives? Perhaps it’s your ability to subordinate your personal agendas for the common good? Whichever one it is, the prerequisite for all of these is the ability to have open, honest and straight conversations. However, it’s not what you can talk about that makes a difference at work – it’s what you can’t talk about. It’s always what you are not dealing with that’s controlling and shaping your team. Take the following true story, as just one […]

Are you making a difference in making your work environment healthy?

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The blame game is always harmful and destructive. It undermines any team dynamic and creates a stressful work environment. When something goes wrong and people sense there is a witchhunt for fault, people react by hiding, covering their behinds, misrepresenting facts and being increasingly cautious. Nobody engages in a productive conversation to learn from the mistake. This negative dynamic only perpetuates the issues and increases the likelihood they will be repeated. However, in an environment of ownership and commitment, people only tolerate open, honest discussions that lead to the source of problems and allow for real resolution. In this environment, no one is interested in who’s at fault, but rather in getting to the source […]

Do you have the courage for brutal honesty?

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I love working with leaders who are relentless about driving a culture of open, honest and courageous communication around them. These leaders are committed to high performance and they have zero interest in, or tolerance for, internal drama or politics. They operate at a high level of personal integrity, authenticity, and ownership. And they expect and demand the same from people around them. They make it difficult – if not impossible – for people to get away with doing the things that undermine and weaken the organization: point fingers, adopt a victim mentality, indulge in destructive politics, and “cover-your-ass” behaviors that distract from the goals of the organization. Even if these behaviors are very subtle, […]

Are you willing to be empowered and great?

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In last week’s blog, I spoke about how to develop and enhance your ability to see and own progress in any circumstance, even when you are facing challenges and adversity. I made the claim that doing this will enhance your positive outlook, energy, and sense of empowerment. I also recommended a practical exercise that could strengthen your muscles in this area and I added the question: “If it is so easy to do this, why doesn’t everyone – especially those who are frequently complaining that “nothing is progressing” – grab this mindset and approach with open arms?” In this week’s blog, I want to get a bit deeper into this question. In fact, I want to […]

Are you making progress every day?

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I was facilitating a session with a group of managers in a global technology company. We were a few months into their change initiative and I wanted to find out how things were progressing since we started. I asked them to take a few minutes and come up with a list of the areas where they have seen progress and improvement since we started. One of the managers threw out a cynical comment “Well, that list will be short!“. As it turned out their list of accomplishments was actually not short at all. In fact, they had made admirable progress in many key areas. However, when we got to the list written by that same […]

Are your managers committed to your cause or merely complying?

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Many leaders assume their managers automatically will commit to their initiative, direction or strategy. They believe they should not have to ask for their managers’ commitment. They come from a school of thought that says that managers are obliged to align when their boss asks for it. It’s a belief to the effect of, “We shouldn’t have to beg you to get on board. This is your job. That’s what you are paid to do. This isn’t a democracy. As soon as you understand the rationale and valid business reasons for this initiative, direction or strategy, you should be fully behind it, driving it.” This attitude and assumptions are unfounded, incorrect and dangerous. It often […]