FC Experts Blogs
September 26, 2007
Leadership: Hard to Imagine What It's Like to Not Know What We Know
I recently reviewed the book "Made to Stick: Why Some Ideas Survive and Others Die," by Chip Heath and Dan Heath.
In it, they state "To strip an idea down to its core, we must be masters of exclusion. We must relentlessly prioritize. Saying something short isn’t the mission — sound bites aren’t the ideal. Proverbs are the ideal. We must create ideas that are both simple and profound. “A one-sentence statement so profound that an individual could spend a lifetime learning it. Once we know something, we find it hard to imagine what it’s like not to know it. Our knowledge has “cursed” us."
This hit home. This sentence, so profound that a “one could spend a lifetime learning it”, being able to live that would be a dream come true for a coach. As a Shadow Coach™ I have a finite amount of time available for me to coach my clients as we run, as clients live in a world that’s at the center of complex challenges in chaotic times (their definition, not mine). Unlike most coaching sessions, mine are sometimes a matter of moments, two or three minutes where all I have time for is a laser session that zeros in on one dynamic, one situation or moment in time.
To spend a lifetime learning is one thing, but integrating, reinventing and living what is learned is what it’s all about for me in my work and for the leaders that lead organizations and their people to their level of excellence..
Often, all it takes is one statement or question that captures their attention. Then they fly.
How powerful would it be if that kind of immediate feedback, two minds working as one, was available to all organizational leaders? Have you ever worked with someone at the speed of laser? There’s nothing like it. You not only get multiple viewpoints but integrate change on the spot, review, retweak and then put in place something that works so much better. Not later, right then.
If we held each other accountable for our leadership in all meetings and conversations, how much more effective would they be? That's one kind of feedback or peer coaching. How would that work in day to day leadership? Heath and Heath were right when they said it’s not about making things shorter; it’s about simplicity or simplifying so the impact is at the point where there are no more questions in anyone’s minds as to what you mean and why.
Clarity is key.
Life is continually becoming more complex. We, as leaders, have to in turn simplify to the point where clarity is the standard and when things aren’t crystal clear they know to ask and make sure they get the answers. And if we're not paying attention to what's happening, to have a peer or coach give you the non-judgmental feedback you need to reinvent what isn't working.
We waste so much time in life trying to figure out what’s on another person’s mind. Why in the world would we do that when it is so much easier to ask them what they did mean and act on it? Think of all the time and energy wasted when struggling could be replaced with energy, flow and evolution. Think of all the perspectives that are lost when we're not paying attention to our own roles in the scheme of things.
There’s no place to go but up.
So why in the world aren’t we practicing these ways of being?
Next time you take for granted that everyone in the room knows what’s needed and what you want from them, remember…they can't read your mind any more than you can read theirs. That’s a part of taking responsibility for yourselves. If you don’t understand, ask and if you still don’t understand ask for more clarification. Why waste a ton of time and energy on something you don’t understand? One of the key characteristics of a leader is ‘getting it” then sharing it. When they don’t get it, they ask until they do. They contextualize, grow and move forward, as does everyone around them.
Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com
Posted by Donna Karlin at September 26, 2007 8:17 PM | Topic: leadership |
7 Comments
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Hmmm... take the essential component of a complex idea and transfer it's essence into the thought patterns of another person. It almost sounds like "teaching".
So, now the business world is recognizing that there is value in the art of expressing ideas concisely and delivering them with impact.
What's next, acountability for choices?
Donna,
Your article made me think of several things but two stand out above the others. One is in the movie "Philadelphia Story" Denzel Washington says to Tom Hanks, "talk to me like I'm a sixth grader." It seems that often that a leader's agenda is to make sure that subordinate's and the boss's boss recognize how brillant he/she is. In doing so the leader tries to talk over everyone' head. As a student of transformational and servant leadership I would argue an effective leader's agenda is to make everyone else look brillant. In doing so the leader might do well to assume everyone else is an expert until they prove otherwise.
Your question about making each other accountable for leadership in meetings and conversations led me to think about a book I have been reading. Mike Robbin's book "Focus on the Good Stuff: The Power of Appreciation" is profound yet simple. What would it look like if meetings and conversations started with, "You know I really appreciate (blank) about how you lead your team, etc."
Just a couple of thoughts. Thanks for helping to get the old brain up and running this morning.
Paul S Markle
Joe,
That is terrific! "So, now the business world is recognizing that there is value in the art of expressing ideas concisely and delivering them with impact."
Perish the thought hmm? D'you think there's hope yet? Actually, believe it or not, in some (not all, granted) boardrooms I sit in while Shadow Coaching a client or two that is what's happening, partly because I'm in there and they know my thoughts on ineffective, unresponsive and poorly planned meetings being a waste of time, money and energy so have gotten their acts together and partly because they themselves were fed up with the status quo and decided to get their acts together.
Transforming organizations one person at a time. However if others hold their colleagues accountable, it'll go so much faster!
Thanks : )
Donna
Paul...
I agree with you completely that a leader's job is to make everyone look good and evolve into their levels of excellence. When you say "It seems that often that a leader's agenda is to make sure that subordinate's and the boss's boss recognize how brilliant he/she is. In doing so the leader tries to talk over everyone' head", that's not a conversation. That's a dialogue of the deaf when that individual is only interested in validating what he or she knows and nothing more. In those cases it's all about them and no one else but them.
That's one of the things I focused on in my It's All About You...and Others Program"
It's not only about recognizing this in others, but yourself as well. Some leaders just aren't paying attention to that mode of their behaviour and others do pay attention but don't care to change it. Then are they leaders or one in a position of power?
Thanks back for getting my brain going this morning (not going to the 'old' comment : )
Donna
If you've been facilitating training or doing executive coaching for some time, you will proably be familiar with the Johari window, a very simple model that demonstrates the value of shared information as key to individual and organizational success. Similarly, coaches, trainers and executives often are called upon to help others sort their personal knowledge. A former colleague divided knowledge into "things you know, things you don't know, things you know you don't know and things you don't know that you don't know." That's a bit cumbersome, but for me, explicating those last two categories is at the heart of great coaching.
Regarding this line: If we held each other accountable for our leadership in all meetings and conversations, how much more effective would they be? That's one kind of feedback or peer coaching.
This is exactly what GE does in its elite management training programs. At the end of each session or exercise, the team gathers around a table. One member is asked to leave the room. While out of the room, they are instructed to write down what they think their biggest strength it and what their biggest "area for improvement" is. They also rate them self from 1 to 5 on a few key areas (communication, teamwork, etc...) While that one person is out of the room, the team contemplates the same questions. After about 10 minutes, the group member is brought back in and they compare notes. They then cycle through the process for each member of the team. This is a brutally honest experience and teaches not only the importance of feedback, but also the importance of managing perceptions.
Dan....that is amazing, and not many organizations would have the courage to implement something like this.
When you say "the importance of managing perceptions." Perceptions and assumptions can get people into trouble when they're not managed and cleared up. If one makes a decision based on an assumption (negative assumption especially) that assumption will come true. Same with perception. One's perception is their reality and unless you clarify what was truly intended, there is a huge disconnect.
Thanks for sharing this. Awesome! I wonder if they do this in all CE centers? Or is it something that particular group implemented?