Guest Post: Excerpt from The New Leadership Literacies by Bob Johansen


ME:  Anyone who is paying attention knows that the older and even more current theories of leadership need updating to meet the leadership challenges of our digital, connected, and very VUCA world now and into our future.

Below is a short excerpt from one of the best books to address leadership going forward that I have found.  Check it out and see if the writing style and perceptive comments intrigue you.  If so, read the whole book and let me know what you think.

Below:  An excerpt from The New Leadership Literacies, 2017

Leap into the Future

by Bob Johansen

We think we are connected today, but the next ten years will be a period of explosive connectivity, with asymmetric upheaval and very few patterns of change that will be clear or predictable. In this future world of dramatically amplified digital connectivity, anything that can be distributed will be distributed. Most leaders—and most organizations—aren’t ready for this future.

We are on a twisting path toward—but never quite reaching—distributed everything, a path that will be characterized by increasing speed, frequency, scope, and scale of disruption.

Young leaders and aspiring leaders will be more ready for the distributed future than adults. Many young people are in a blended reality world already with constant mobile online filters for the physical world. They are on online, unless they are off. For most adult leaders, we are offline—unless we are on. Quaintly, some leaders today still say they “log on” to the internet. Do we really need to capitalize the word “internet” any longer? I think not and this is the first book I’ve written where I’m not capitalizing internet. It is pervasive already, but this is just the beginning.

Leadership will have to be much more distributed in this future, but most organizations and most leaders are not ready. The tired practices of leadership for centralized organizations will be brittle in a future world that is not only decentralized but also distributed. Firm structures of hierarchy will give way to shape-shifting organizational foundations. There will be enduring leadership qualities like strength, humility, and trust, but the new world of distributed everything will require new literacies of leading. This book will help organizations prepare for the future.

It’s too late to catch up, but it’s a great time to leapfrog. The five new leadership literacies I introduce in this book will show current and future leaders how to take the leap to the future by learning.

 

About Bob Johansen:

Bob Johansen is a distinguished fellow with the Institute for the Future in Silicon Valley. For more than 30 years, Bob has helped organizations around the world prepare for and shape the future, including corporations such as P&G, Walmart, McKinsey, United Rentals, and Syngenta, as well as major universities and nonprofits.

The author or co-author of ten books, Bob is a frequent keynote speaker. His best-selling book Get There Early: Sensing the Future to Compete in the Present was selected as one of the top business books of 2007. His latest book is The New Leadership Literacies: Thriving in a Future of Extreme Disruption and Distributed Everything discusses five new leadership literacies—combinations of disciplines, practices, and worldviews—that will be needed to thrive in a VUCA world of increasing volatility, uncertainty, complexity, and ambiguity. 

 

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Guest Post: The Mood Elevator by Larry Senn


We could all do with an increased ability to handle life and all that it throws at us more effectively.  One of the more comprehensive, but readable books of late which attempts to show us how to do exactly that is The Mood Elevator:  Take Charge of Your Feelings, Become a Better You by Larry Senn.

Larry writes clearly and comprehensively about the factors that influence our daily well-being and the importance of choice in how our days and nights go.  His perspectives are well-supported and valuable for application in both our professional lives and our personal arenas.

 In honor of the launch of this useful book this week, a guest post from the author is below.  If you find this helpful, you will love the whole book.  I will have more to say about its value to me later in the week.

HOW TO DEAL WITH DOWN DAYS

by Dr. Larry Senn

There are countless pointers, tools, and books on how to be happy- and rightfully so, we’d all love to be happy and at the top of our Mood Elevator all the time.

Unfortunately, being happy all the time is just not reality. We will all spend times in the emotional basement since having low moods is a natural and normal part of life.  Human beings are unique in the animal kingdom because we have the power of thought. This allows us to imagine the future, plan for things yet to come, muse about possibilities, and analyze and interpret everything that is going on around us.

That same power to imagine through thought can also cause to us to worry excessively and unnecessarily, experience periods of depression about real or imagined problems, have moments of paranoia based on our assumptions about other’s motives, be self-righteous and judgmental, and even experience fits of anger and rage.

Because we take this ride on the Mood Elevator every day, it’s important to also have some tools on how to do well when you’re “in the red”. It’s not a bad thing to be in a bad mood, but it’s best to minimize the damage you cause when you’re having “one of those days”.

The best thing to remember when you wake up on the wrong side of the bed is to remember that you woke up on the wrong side of the bed. Having the awareness that you’re not at your best will help you proceed with caution throughout your day. Imagine when you’re driving somewhere on a cold, icy road at night. You’ll do the drive, but you’ll proceed with caution. You’ll drive slowly, take turns gently, and leave plenty of space between you and any other drivers on the road.

Think about that same tactic the next off day you’re having. If possible, reschedule that meeting with your coworker you butt heads with. The reason it’s so important to proceed with caution when you’re in the lower mood states is because our thinking becomes very unreliable when we’re down there.

Have you ever said something to a friend or loved one in the heat of the moment that you wished you could take back? Have you ever hit the send button to transmit an email that you later realized was a terrible mistake? If either of these has happened to you, think back to the circumstances. Where were you on the Mood Elevator map when this occurred? Most likely, you were somewhere in the lower half.

Imagine these two scenarios that are common in our everyday life and how we might get ourselves in trouble if we don’t recognize that our thinking is unreliable.

The first is getting an email that “pushes our buttons”. It might be accusatory, aggressive, or downright rude. After reading it we drop down to irritation, anger, or anxiety and our instinct is to write an email back giving the person a piece of our mind. These are the kind of situations when we’ll likely regret what we write. An alternative solution would be to write an email, and instead of hitting send, hit save as draft. Wait at least a few hours. If possible wait 24 hours and come back to it once we’ve had some time to cool off. Chances are we’ll be happy we didn’t send it. And, we might be at a higher level on the Mood Elevator the next day and are capable of sending a much more effective email, with a much better outcome.

The second scenario is the common one of having a disagreement with your spouse. My wife and I first got together in the 1970’s, the era of the human potential movement. The conventional wisdom at the time was encapsulated in saying like, “Tell it like it is, let it all hang out, and don’t go to bed with anything left unsaid.” As a result, there were a few times we struggled unproductively until all hours of the night, fighting over issues that, in retrospect, were usually not worth the time and energy.

As we both started understanding how our minds worked, we decided to set a ground rule that we don’t take on any significant relationship issues when either one of us are in the lower Mood Elevator states. It might look something like this:

Larry: It looks like something is bothering you. Is it something you want to talk about?

Bernadette: No, not now. My thinking is not clear. If I need to talk about it, I’ll let you know later.

Using the Mood Elevator as your guide and not acting on low-level thoughts and impulses when you are feeling down is one of the key principles to doing less damage to yourself-and to others.

About Dr. Larry Senn

Dr. Larry Senn pioneered the field of corporate culture and founded in 1978, Senn Delaney, the culture shaping unit of Heidrick & Struggles. A sought-after speaker, Senn has authored or co-authored several books, including two best-sellers. His newest is The Mood Elevator (August 2017), the follow up to his 2012 book, Up the Mood Elevator. You can learn more about Larry and his work at his website, www.themoodelevator.com.

 

“Leaders Made Here” Book Review


I believe this is the fifth book review I have done for one of Mark Miller‘s “short and sweet” leadership titles.  While the perspective and the details shift from book to book, the universe which Mark shares with us remains consistently reality-based and believable.  

This time around, a leader once again faces  significant personal challenges, at the same time as they are tasked with the responsibility for creating a leadership culture in an organization.  The premise is compelling and I was reminded once again of the role of compassion in the workplace, especially since we have started to focus more and more on the diverse personalities we find in our workplaces, each with their own stories and their own personal and professional challenges.

As in life, everyone does not use the same approach or come to the same conclusions, other than a few shining principles featured toward the end of this short book.   Actually, we notice regularly throughout that everyone does not have to and should not agree to the same approaches or tools.   We are different from each other in many ways, and each person has to decide the ways that work best for them.

As always, Mark uses narrative style to effectively describe both people, places, and processes.  I have not always been a strong fan of narrative style, but Mark is steadily making a believer out of me.  He manages to pack quite a bit of learning and thought-provoking activity into each short chapter.  A few examples of his pithy  and direct phrasing are also sprinkled around this post.

My personal favorite section was the slow uncovering of the essential principles from the primary character’s exploration of effective leadership development at several different workplaces.   Rather than jump directly into the final list, we see  the “messier” work of a group of intelligent people grappling with how best to organize their learning and convey the core of that learning to others in a clear, simple, and effective way.

This is how real teams create outcomes, but many leadership books tend to treat this part of leadership like a miracle … the finished statements just magically appear.  Not so in Mark’s book and we are the better for it.

I could say many other positive things about Leaders Made Here, but at this point, you get my message:  This is another in a hopefully never-ending series of short and easy-to-read leadership books that brings great value in an attractive and engaging fashion.

Don’t believe me?   Read the book and draw your own conclusions … I’ll wait:)

 

Disclaimer:  I have received a copy of this book for promotion, just like all the other times.  I have also purchased extra copies to distribute to others, just like all the other times.

ABOUT MARK MILLER (from his website)

Mark Miller began writing over decade ago when he teamed up with Ken Blanchard on The Secret: What Great Leaders Know and Do. In 2011, he released The Secret of Teams, outlining the key principles that enable some teams to outperform the all the rest. Great Leaders Grow: Becoming a Leader for Life came next in 2012, followed by The Heart of Leadership in October 2013, the 10th Anniversary Edition of The Secret in September 2014, and Chess Not Checkers: Elevate Your Leadership Game in April 2016.

This spring, his latest book, Leaders Made Here, tackles the issue of creating a leadership culture in a company. Readers will again follow Blake as he encounters some of his greatest challenges yet — making sure he is growing leaders who can take the company into the future. With more than 700,000 books in print, Mark has been surprised by the response and delighted to serve leaders through his writing.

TO read even more about Mark and his remarkable journey, click here …

 

Guest Post: Serving It Forward by Chip Bell


Kalidescope by Chip Bell 02 2017.jpgAny post which starts with a lesson from one of my favorite films is sure to be full of thoughtful insights.  Any post by Chip Bell pretty much meets the Excellent Customer Service Thinking standard, whether he mentions a favorite film or not.

Chip’s latest book is Kaleidoscope – click the image to the left to learn more.

Chip is one of my most trusted sources of solid and engaging leadership thinking … enjoy the following slice, which provides my claim nicely:

 

Lawrence of Arabia won the academy award in 1962 for best picture. Given the current conflicts in the Middle East, I recently watched the four-hour movie to learn more about the cultural history of the area. Lieutenant T.E. Lawrence (played by best actor winner Peter O’Toole) was a British intelligence officer assigned to investigate the revolt of the Arabs against the Turks during World War I.  He embraced the culture and dress of the Arabs and organized a guerrilla army that for two years raided the Turks with surprise attacks.

In the early part of the movie, a poor Bedouin guide is hired to escort Lawrence across the desert to meet with Prince Faisal (played by Alec Guinness), the leader of the Arab revolt.  (Faisal would ultimately become King of Syria and King of Iraq pushing for unity between the Sunni and Shiite Muslims).  It was customary then for desert guides to be paid at the end of their assignment.  Instead, at the beginning of their journey, Lawrence gave his military pistol to the guide—a gift of great value and pleasure for any Bedouin.

What followed was a powerful example of “serving it forward.” The guide instantly gave Lawrence some of his food, provisions better suited to desert survival than the military rations Lawrence carried.  The guide then assumed a mentoring role revealing valuable desert survival secrets.  The timing of Lawrence’s unorthodox gift completely changed the dynamic of the relationship, with the Bedouin transforming him from “compliant servant” into “resourceful partner.”

Customer service is a reciprocal act.  Customers exchange money, time and effort for goods and services.  There are unwritten norms about how this mutual undertaking is performed.  Customers are expected to communicate their needs; service providers are expected to indicate whether they can meet those needs.  There are generally stated or implied expectations around speed, quality, cost, and so forth.  Both parties assume a modicum of respect; both assume the exchange will employ a measure of fair play.

Rosa’s Fresh Pizza in Philadelphia started getting a lot of publicity after their decision to sell single slices of pizza for a dollar. But it didn’t have to do with the price of the slice; it was about a customer-suggested idea for how to fund pizza for the homeless. It works like this: when customers buy pizza for themselves they put a dollar in a container, write a message on a Post-it note and stick it on the wall.  Any homeless person can come into the store, take a Post-it note off the wall and get a slice of pizza. Rosa’s has given away thousands of slices.

The principle of abundance is about giving more than is expected.  It is a proactive attitude of engulfing a relationship with emotional plenty without concern for reciprocity. An attitude of abundance is more the belief that if we employ a giver mentality, the customer will take care of the bottom line.   It is leading with an orientation of selflessness—of focusing on the customer first, not on the bottom line.  “Generosity,” wrote Khalil Gibran in The Prophet, “is not giving me that which I need more than you do, but it is giving me that which you need more than I do.”

Chip Bell.jpg

Chip R. Bell is a renowned keynote speaker and the author of several national best-selling books.  His newest book is the just-released Kaleidoscope:  Delivering Innovative Service That Sparkles.  He can be reached at chipbell.com.

 

 

Guest Post: Leaders Ready Now


Leaders Ready Now bannerAnother launch week, another useful and well-written title on effective leadership development …  

This post is an excerpt from the chapter 1 of Leaders Ready Now.

 

Whom Should You Accelerate?

Of course, acceleration can dramatically energize a culture, but that’s not its principal purpose. As we mentioned at the outset, the goal of making more leaders ready now is most urgent for those businesses imperiled by inadequate or insufficient leadership. For that reason, the fear that a new system will damage the culture must be answered with a clear business case and a strong communication plan to counter perceptions of exclusion. Leaders Ready Now will outline how to make that business case and how to make choices about whom to accelerate in a way that creates positive energy in the organization. Meanwhile, having gained a consensus that acceleration is a business necessity, you can anticipate at least some of the following general acceleration needs:

CEO and C-level acceleration: Naturally, having replacement plans in place for the CEO and members of the senior team is essential; nearly every organization with more than a handful of employees has considered the issue of succession, at least at the very top. But the replacement pool may be shallow, and again, the best way to ensure a strong succession plan is to set up an Acceleration Pool to develop and prepare potential replacements long before a position becomes vacant. Accelerating the growth of a small cadre of executives who can develop readiness for these critical roles is crucial to organizational stability and success.

Executive acceleration: The most common crisis that acceleration addresses is the absence of leaders capable of taking on executive level roles. Because the responsibilities and required skills in these roles increase so dramatically, the transition represents one of the most significant and challenging jumps in the career of any leader. And because the feeder pool for these roles is often stocked with individuals several levels below the necessary levels of capability and experience, failure is common, heightening the need for effective acceleration.

Mid-level leader acceleration: Some organizations also create pools that prepare individual contributors and frontline leaders to fill mid-management roles, where much of the organization’s execution energy resides and where many organizations have trouble building strength. Because population sizes are larger, these pools tend to be built and managed somewhat differently than executive-oriented pools, often with more cadre-based learning and growth options that equip leaders with core skills to apply to the challenges of mid-level leaders.

Global/Regional/Business unit acceleration: Multinational, multibusiness, or multidivisional organizations often establish pools for each unit to meet the needs of the separate groups. In some instances these disparate pools are managed totally independently of one another; others build in review sessions to create insight into talent across boundaries and to find opportunities to share and grow leaders who have awareness and capability across the enterprise.

Critical role-acceleration efforts: Not all acceleration efforts should focus on traditional leadership roles. Many key positions are technical or functional in nature or require a unique brand of creativity or insight that gives the organization a competitive edge. These positions might require special project leaders or innovators of new concepts, products, or methods. They might have typical leadership responsibilities, or their leadership might be more nontraditional (such as thought leadership) or lateral. Acceleration efforts should target these roles as well and take a pool or individualized approach based on the nature of the role and size of the group. For example, one global social services organization established an Acceleration Pool for its Country Manager position. In another case, a technology firm cultivated the development of three high-potential players for the role of Product-Design Executive—a highly creative role without traditional leadership responsibility

Given that not everyone can (or wants to) be a leader, generating more leaders ready now requires you and your senior team to determine which individuals and groups will be the focus of your acceleration investments. Executives must make difficult choices about whom to accelerate and when. Some organizations struggle with this basic point of departure, maintaining that differential development is harmful to the culture because it excludes some people from participating. This point of view is a nonstarter, because acceleration is not an investment in the culture; it is an investment in the business.


Matthew J. Paese, Ph.D., is Vice President of Succession and C-Suite Services for Development Dimensions International (DDI). Matt’s work has centered on the application of succession, assessment, and development approaches as they apply to boards, CEOs, senior management teams, and leaders across the pipeline. He consults, coaches, speaks, and conducts research around all those topics and more.

Audrey B. Smith, Ph.D., is Senior Vice President for Global Talent Diagnostics at DDI. Audrey’s customer-driven innovation and global consulting insights have helped shape DDI’s succession, selection, and development offerings, from the C-suite to the front line. She has been a key strategist and solution architect, encompassing technology-enabled virtual assessments and development aligned to current business challenges.

William C. Byham, Ph.D., is Executive Chairman of DDI. He cofounded the company in 1970 and has worked with hundreds of the world’s largest organizations on executive assessment, executive development, and succession management. Bill authored Zapp!® The Lightning of Empowerment, a groundbreaking book that has sold more than 3 million copies. He has coauthored 23 other books, including seminal works on the assessment center method.