Championing Change – Developing a Culture of Alignment

February 3, 2009 by Leave a comment

GYI0050968476.jpgDeveloping a culture of alignment in any organization or team requires a considerable investment in time, but it’s not rocket science. You have to realize, however, that any attempt to alter the culture must be carefully planned and executed. Managers too often function as information conduits. They orchestrate and delegate, hopefully participate, but when new directives are introduced, they simply call a meeting and make an announcement. If opposition is anticipated, they might host a breakfast or lunch meeting. For some reason, food is generally assumed to be a mitigating distraction for unpalatable announcements. And yet, while I can’t argue the benefits of a doughnut induced stupor early in the morning, the effects will be short lived unless the general health and culture of the team can readily weather a little upheaval.

A trusted and credible leader is an essential component to a well aligned team.  This is fundamental.  Transitioning the team from a reactive perspective to a culture of alignment takes time.  It doesn’t happen overnight.  In fact, the evolution might take a few years, but the benefits are well worth the investment in time and effort.

Understanding that modifying the culture of a group takes time, there is a specific methodology that I use as a basic road map for managing change.  I’ve consolidated this methodology into five fundamental component steps:

  1. Communicate Your Vision
  2. Align Your Power Base
  3. Engage Key Team Members
  4. Model the Behaviors
  5. Lead to Success

1. Communicate Your Vision
I wrote earlier that superior leaders focus on objectives, not obstacles.  They are optimistic and enthusiastic and inspire people.  At the same time, they are also definite and decisive and trustworthy.  Again, trust is so extremely important for a leader to be viewed as credible.  People just won’t embrace the direction of a leader who they don’t view as trustworthy or credible.  The may adhere or obey out of fear or obligation, but there is no sense of alignment, no buy-in.

Visionary leaders with strength of character establish a productive rapport based on mutual trust and respect, but they also use discretion in communicating their vision.  They are cautious and purposeful and think strategically, positioning initiatives and objectives at the right time and under optimal circumstances (whenever practicable).  Communication with the team is carefully structured and organized to be clear, concise, and unambiguous.

2. Align Your Power Base
Effective leaders instinctively leverage their resources and build a power base of consensus.  In order to succeed, most change related initiatives require the cooperation of a number of stakeholder groups, including superiors, co-workers, and subordinates.  Strong leaders strategically align their power base by building a coalition of support among those with the highest level of influence.  Everyone has allies.  Leaders use their influence (some might call it “political capital”) to gain the support of others around them in key positions.  These allies, in turn, leverage their own power of influence to better ensure the success of the initiative.

3. Engage Key Team Members
Leaders, i.e., those with the power to influence others, exist at all levels of authority.  Within any team are individuals who wield greater influence than others, and some enjoy considerable influence over their peers, be it for good or evil.  Either way, smart leaders use this to their advantage (and to the benefit of the team and individual).  By engaging key team members who have significant influence within the group, and personally involving them in the change solution, a powerful asset can often be created.

Ironically, these individuals may not be your typical advocates, which is what makes them so effective at influencing the rest.  Human nature tends to point us to those who we most trust – those with whom we are already closely aligned, either personally or professionally.  But these folks may not necessarily have the highest degree of influence over the rest of the group.  Again, think strategically and step outside the box.

Sometimes, engaging those who are the least aligned with the organizational vision can have a remarkable effect.  Most people enjoy being brought into the confidence of their leader, even if they would never admit it.  They like the special attention and opportunity to be “in the know.”  Engaging a team member who would normally try to undermine an initiative or act as a detractor appeals to their ego.  There is a good chance that bringing them into the fold early and giving them a role in the change process will provide them the motivation to support the effort and become a positive influence among their peers.

4. Model the Behaviors
If the program being introduced is to have any chance of success, the leader has to own the effort.  This means demonstrating personal ownership of the initiative and being a role model for its implementation.  If you want it to succeed, you have to walk the talk.  Modeling the behaviors is as simple as that.

5. Lead to Success
In addition to modeling the behaviors that the rest of the team needs to adopt, the leader must be the champion visionary for the change initiative.  Navigating through a difficult change process requires unwavering conviction and a passionate and purposeful vision of success, as well as a clear plan for achieving it.  Effective leaders keep the focus on the objectives, addressing objections and removing obstacles.  They set the tone for the rest of the group with a confident, disciplined consistency that is at the same time applied with patience and empathy.

A consistent, ongoing effort, supported by strong and effective leadership, is required to create a culture that productively copes with change.  You can’t force change down people’s throats.  It just doesn’t work, yet this is exactly what many managers and organizations try to do.  It’s the “because I said so” mentality spinning its wheels in futility.  People can and will embrace change, but they need a reason to do so.  They need leaders who will champion both the cause and their collective effort – leaders who model the attributes of Character, Discipline, Humility, Courage, and Vision.

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Championing Change – A Culture of Alignment

January 29, 2009 by Leave a comment

sheep-lineRather than viewing change management as a series of periodic events in which a new program or initiative must be “rolled out,” consider fostering a culture of alignment.  In a culture of alignment, employees’ values, perspectives, and priorities are “aligned” with the overall strategic direction of the company or team.  Simply put from a management point of view, they “get it,” and are able to view the business from the company’s perspective (as well as their own).  They may not agree with every individual directive or initiative, but they trust their leaders and subsequently accept or even embrace decisions that are made, even those that are unpopular.  Change is viewed more as an evolutionary process than a series of periodic singular events.  When new initiatives are brought forward, team members feel more engaged in the evolutionary process and have a greater comfort level toward any potential impact.  Rather than becoming overwhelmed by fear and trepidation at something new, they maintain a viewpoint focused on the immediate opportunities and longer term benefits.

Now all this sounds well and good, but let’s be honest, there are times when initiatives presented from above are viewed as flawed, implausible, even unrealistic.  This creates a critical juncture for a leader and his or her team.  Failing to acknowledge obvious problems and blindly repeating scripted expectations undermines a leader’s credibility.  This is management, not leadership.  As I stated earlier, leaders must have the courage to appropriately challenge assumptions and question superiors.  On the other hand, organizations rightfully expect their managers to sometimes just tow the line and enthusiastically implement new initiatives.

In many cases, managers are afforded enough discretionary license to adapt the implementation of an initiative to align with the strength of the team and better respond to specific business needs.  In these situations, the emphasis is on the end objective rather than the means.  Reviewing the objectives with all team members and involving them in developing an action plan for implementation builds consensus and instills a sense of ownership.  People are far more likely to own a problem when they participate in designing the solution.

However, there are times when the mandate leaves no room for interpretation, or when the emphasis is on the means itself as well as the end objective.  Here, a team’s culture of alignment is truly put to the test and strong leadership becomes crucial.  Even in disagreement, a healthy, aligned team will embrace the solution together, but only with the leader’s support and assistance.  A leader doesn’t necessarily have to agree with the merits of every directive, but he absolutely must believe in and support the organization’s overall vision of success.  He must also believe in his team’s ability to accomplish the goals set forth, and champion their effort toward achieving the overall objective.

The point is, affecting change within any team or organization means altering the status quo in some way.  Teams with a strong culture of alignment are far less resistant to change because the idea of change itself is less threatening.  Let’s face it, most people dislike change.  There is some level of comfort even in the consistency of misery.  Teams that operate within a culture of alignment may never enthusiastically embrace the idea of change, but will nevertheless accept change as a systemic component of their ongoing growth and success.  These team members trust their leader and their values are fundamentally aligned with the general vision and mission of the organization.

Next Post:  Developing a Culture of Alignment

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Summary – The Qualities of a Superior Leader

January 27, 2009 by 5 Comments

You know, being a strong leader is really just a simple matter of putting others first.  It’s having the confidence in yourself and your own abilities to let others have the spotlight.  It’s understanding that your own success depends entirely upon the success of those you lead.  The self-efficacy of the strongest leaders comes not from titles or promotions, raises or recognition, but from seeing those with whom they’ve achieved some measure of influence become better for the experience.  Regardless of rank or title or position, and independent of any designated authority, leaders influence those around them.  Superior leaders are set apart by their strength of character and integrity.

Superior leadership, through the attributes of character I’ve laid out, requires tremendous personal discipline and uncommon selflessness and sacrifice.  The pursuit of each attribute – character, discipline, humility, courage, and vision is an ongoing endeavor for most of us.  It certainly is for me.  They perhaps represent an idealistic goal, but I know with all certainty that they form the core qualities of superior character based leadership.

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5. Leadership and Vision

January 21, 2009 by Leave a comment

vision-roosevelt_churchill_1941_600Vision is the fifth attribute common to superior leaders.  Usually, the word “vision” in leadership brings to mind lofty, high level ideals – a long term strategic objective.  But leaders with vision do more than align staff members with a company’s mission or rally the public around a common cause.

In a broader sense, visionary leaders focus on everyday objectives, not obstacles.  They are optimistic and enthusiastic and inspire people.  People naturally follow leaders who arouse their hopes just as surely as they reject anyone who is perpetually pessimistic.  Have you ever known an effective leader who was lazy or constantly negative?

That’s not to say that visionary leaders are Pollyannas.  Leaders cannot simply pretend that setbacks don’t occur or that challenges don’t exist.  The reality of a given situation may very well present real and significant problems to be addressed.  They have to be honest and forthright to stay credible.  But rather than allowing the focus of the group to become fixed on the difficulties, they engage the team in developing productive and meaningful solutions.

Visionary leaders are passionate and purposeful about the work that they do and the objectives they seek.  Indifference is contagious and erodes the credibility and effectiveness of a manager, so leaders demonstrating strength of vision must have the courage to challenge those around them, subordinates and superiors.  In this context, “challenge” means that visionary leaders question the validity of assumptions or reasoning of others, not to be obnoxious, but to better understand and facilitate meaningful two way communication and feedback.  It’s a fine line to be sure, but if leaders are afraid to speak up, the flow of communication becomes so filtered that it is rendered meaningless, or worse, actually opposite of what was originally intended.

There’s a great book by George Washington University Professor, Jerry Harvey, called “The Abilene Paradox.”  In it, Harvey illustrates the paradox in which a group of people collectively decide on a course of action that is actually counter to the preferences of each individual in the group, simply because no one wants to speak up and be the squeaky dissenting wheel.  So, a family takes a 53 mile trip to Abilene, Texas for dinner on a hot Sunday afternoon because each of them believes the others all want to go.  In reality, none of them want to make the trip but they all go along, wasting a Sunday afternoon collectively doing something that none of them wanted to do, because no one had the courage to challenge the assumption.

Just as visionary leaders must be willing to challenge those around them, so must they be willing to be challenged.  Too often we solicit the opinion of others thinking we want information, when we really just want confirmation.  That kind of confirmation feels good, but it doesn’t mean very much.  It’s like telling the Emperor that his new suit looks fantastic instead of pointing out that he’s walking around naked (Please tell me someone remembers that Hans Christian Anderson fable).  And guess what happens when the information we receive doesn’t quite align with the confirmation we were looking for?  That’s right.  The Emperor is not happy… until he finally realizes that someone had the courage to be honest with him and act in his best interest.

I think it’s natural to prefer a response that validates rather than contradicts, but there is tremendous value in constructive feedback.  Visionary leaders check their ego at the door, slice themselves a big piece of humble pie, and rely on others who they trust to be honest and provide intelligent insight.  Their purpose is to make everyone around them better, but they also reap what they sow.  Engaging others in an objective focused process makes them stronger, more effective, and more motivated.  And that’s the whole idea.

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3. Leadership and Humility

January 14, 2009 by Leave a comment

humility-depression-soupThe third attribute demonstrated by superior leaders is often the most elusive and under-appreciated.  The very concept of humility rarely crosses the mind of most people in positions of authority.  It is simply not how we are typically conditioned to think.  Our culture champions the loud, the bold, and the brazen.  I stated early on that we live in a self-centric society.  It’s the “me” generation – self-absorbed, self-centered, self-inflated, narcissistic, entitled, demanding instant gratification, and lacking any sense of personal responsibility.  This is the age of entitlement.  At the risk of sounding like somebody’s grandfather, today’s generation is vapid and superficial, placing more value on appearance than character.

I guess it’s no surprise that humility is often interpreted as a sign of weakness, and those with a humble, unassuming demeanor are perceived as lacking self esteem or confidence.  But in truth, the opposite of confidence is uncertainty, not humility.  To be sure, the opposite of humility is egoism and arrogance.  There’s a wonderful quote by William Temple that aptly sums it up, “Humility does not mean thinking less of yourself than of other people, nor does it mean having a low opinion of your own gifts.  It means freedom from thinking about yourself at all.”

Contrary to the view of leadership that many managers maintain, leaders are servants, and superior leaders have a heart for service.  But servitude in this context does not mean that leaders are subservient – they don’t wait on people, do their jobs for them, or clean up their messes.  Here, servitude means that leaders work on behalf of the people they lead, serving the best interests of the individuals, team, customers, and organization.  Through training, guidance, and the continuity of vision and direction they provide, humble leaders constantly strive to better others.

Humble leaders do not need to seek the spotlight of recognition.  In fact, no competent leader is anxious to impress people with his or her performance credentials.  Their success is defined not by being indispensable to the organization, but by leading others to lead themselves to self-sufficiency.  Remember, the most effective leader is one who makes his own presence unnecessary.  Rather than seek personal recognition for the goals they accomplish, they make the success of others their path to personal achievement.

Humans are imperfect creatures, and there is nothing superhuman about superior leaders.  All are fallible, but as with most failings, it is the manner in which the shortfall is handled that sets effective leaders apart.  Leaders who forget or ignore their own weaknesses will inevitably fail.  Strong leaders are definite and decisive, but not inflexible.  They acknowledge and own the mistakes they make.  They do not perpetuate bad decisions out of ego or fear, but adapt to changing circumstances and know when to change their mind.  Character and trust is strengthened when leaders admit and take ownership of mistakes.

Humble leaders acknowledge and understand their limitations, and are vigilant in their efforts to mitigate their shortcomings.  Rather than feel threatened, they surround themselves with others whose skill sets compliment their own areas of weakness.  Keeping their egos in check, they put the strength and success of the team ahead of any desire for the personal spotlight.

Finally, leaders who understand the importance of humility do not abuse their authority.  In fact, they understand the difference between having authority and being authoritative.  To reuse an analogy, authority is like a sword.  Those who are authoritative swing it indiscriminately, either to reinforce their position of power or out of simple ignorance and inexperience.  The recently promoted have a dangerous tendency to let their newly bestowed title go straight to their heads.  They wield their title like a sword, without first establishing credibility and trust.  These managers have not yet figured out that there is no correlation between title and authority beyond the implied presumption of power.  Like trust and respect, true authority is earned, not bestowed.  Without it, the power of influence is superficial and stifled.

David Packard, the co-founder of Hewlett-Packard, exemplified humility in his leadership and management of his company.  A man who avoided publicity, Packard is quoted as saying: “You shouldn’t gloat about anything you’ve done; you ought to keep going and find something better to do.”  Superior leaders, like Dave Packard, are humble, with a willingness to serve others first.  They embrace their weaknesses, and admit mistakes.

In my own place of business, we love to quote a customer who once said it best, “It is most important to be humble.”

Next Post:  Leadership and Courage

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