Innovation & Non-Profits – Can it Be?

I was recently in a discussion that (once again) revealed to me the restrictions that organizations can impose on innovation. I firmly believe they don’t always deliberately impose these restrictions. Most willingly say how much they want to be innovative. However the year over year build-up of processes, policies and procedures can encrust that willingness.

I am an innovator. I like ideas and have no problem admitting that sometimes I lack in the details, implementation and maintenance department. My wiring. Wanted you to know this up front before you continue reading. BUT please don’t take my personal context as a pretext for side-lining the following commentary. I have lived inside a non-profit for 28 years in an international, national and local leadership role. I’ve seen it’s multiple sides. Read on and make your own assessment.

In their initial genesis as an organization, most were formed around a vision that was innovative and relevant at the time. Useful guidelines were created to govern and direct their efforts. But as they grew within those borders, needs & opportunities changed around them. Adjustments were made and good things may have occurred – however the world that now exists is vastly different. The current structures don’t resemble the nimble nature of the initial movement that spawned the organization.

Often organizations will re-emphasize their original vision in updated terms; a well-intentioned attempt to address their innovative character. Sticking with the vision is noble (on the surface). Yet this is often merely a means of resisting the kind of organizational change necessary to be truly innovative. Frankly, change is hard and costly. While there may be a desire to foster new ventures, organizations can be caught by (or the change resistors will cling TO) their constitution, policy & ‘vision’. They become content with ‘tweaking’ at the edges.

Tweaking is not innovation.

How can organizations retain an ability to be nimble, as they once were? Is that possible? Perhaps the ‘nimble organization’ is simply an oxymoron?

I work with a few creative thinkers who in my assessment are caught in organizational structures expressively desirous of innovation but boxed in by their own constitution. I am not saying that organizations can or should even be all things to all people in all circumstances. That would drain away their unique serve. But as an organization (and especially as its leaders) is it good to be content with the status quo?

So, is there a better way? I don’t know – yet. Perhaps though, one solution is for these organizations to deliberately employ and tolerate the ‘shit-disturbers’. Yes, I know, I should find a better moniker. But the imagery is unparalleled. Every organization needs someone to raise a stink and make things uncomfortable. So much so that it that gets everyone’s attention. Organizations best serve themselves by ensuring there is a voice of dissonance among the agreeable. In religious terms this is a ‘prophetic’ voice that calls out the truth of a situation and demands response. These people are not the whiners and complainers. There are enough of those around in every organization. Fire them. Rather, I am talking about the ones who say:

· Is this the best we can do?

· Is there not another way we can do this?

· Are these really our limitations?

· Who says we cannot do this? Is that enough reason to say ‘no’?

I don’t feel a need for you to agree with me. But I am motivated to spark a real debate about change. Status quo isn’t cutting it in many cases.

Here’s a question to ponder if you are an organizational leader or intrapeneur:

What could you be if you were not so content?

Leadership Versatility

Leadership Versatility

Hosni Mubarak knew how to lead Egypt...in a certain way. Faced with a true democratic revolution, his old ways of leading fit the new Egypt like the pants he wore 30 years ago. No matter how hard you try...

How versatile are you?

We live in an age of specialties, even regarding leadership styles. Leadership assessments (and there are thousands of them) provide us with not only a galaxy of descriptors to narrow down our leadership style, but specific strategies to build on our strengths. But if I am a Conceptualizer (which I am), does just becoming an even better Conceptualizer help me as an organizational leader? Is that kind of narrow focus serving the leadership needs of our organizations well?

I am not arguing that in response we all become generalists. Generalist is not the same as Versatile. “Generalist” can sometimes mean you are good enough at most things and in most contexts, to fake your way through! I am emphasizing VERSATILITY, which I define as the emotional intelligence to shift leadership style according to the need of the team/organization.

Continuing my blog’s metaphor, the nomadic leader comes across multiple landscapes in their career. Just when you have made it around the proverbial corner, there’s a new mountain that represents obstacle, opportunity or perhaps an OMG! response. If you were a real-life nomad, you had better be prepared for everything and either have the resources at hand or the ingenuity to find a solution.

How versatile are you?

The specialist mentality approaches change with the same perspective they do with any other problem. When you are a hammer, everything is a nail. But when you are pounding on that nail and discover it’s now an egg, will you keep pounding? That’s OK if the goal is to break the egg, but what if the task is to incubate it? What resources will you draw from when your default style isn’t cutting it? Are you versatile enough to adjust, or does the organization need another leader? It’s not that we can be all things to all people at all times. That’s not possible. Sometimes we need to outsource, hand off, assign, or even resign. However, inherent in all of us is a wider range of leadership expression than we currently exercise.

What might it mean to the life and legacy of your organization if you were even 10% more versatile as a leader? Multiply that 10% though your entire circle of influence and it will have an effect on a much higher order of magnitude.

So, conduct your own 360 to discover the types of leadership behaviours that would better serve your organization. Use formal assessments if you wish. But I am challenging you to get out of the virtual assessment world and into the personal assessment arena. GO TALK TO THOSE YOU LEAD. If that’s a novel idea to you, then this is obviously the first place where you must become more versatile. It’s not possible to effectively lead those with whom you are not communicating!

It may be very awkward at first if you have not shown up enough “on the shop floor”, or your current communication style builds walls rather than opens doors. Perhaps you just need to start with a few general conversations, taking more time with employees and direct reports than in the past. But at some point, INVITE them to be part of a deeper conversation. WARNING – if you ask the questions I am about to propose, but then DON’T make any attempt to change, you will breed cynicism in your organization and block further effective communication. So, this is a risk and unless you are serious about changing yourself for the benefit of your organization, don’t start.

While not exhaustive, here are 7 questions you can ask employees and direct reports to help identify areas where you can develop versatility.

1. What inspires you to be your best?

2. What would free you to work to your optimal capacity?

3. Tell me the things that deflate your enthusiasm for doing a great job here.

4. When you are discouraged about your work, what picks you up?

5. What do you need to do an effective job?

6. Why do you keep working here?

7. What do we need as an organization to be better than we are today?

You will notice something – ALL these questions are framed to revolve around the person you are talking to. It’s not about YOU. By discovering what motivates them, you learn what is required of YOU as a leader. Where you see gaps in your default mode of operating will then define the areas where you can begin to exercise versatility.

If you are interested in engaging Harvey as a Leadership Coach or as a Facilitator for your team/organization, you can contact him through his website: www.visiontracks.ca or via email at: Harvey@visiontracks.ca

3000 Yr. Old Change Management Advice

I've been through a lot of change lately. 18 months ago I was on the verge of moving from Calgary to Kuwait. Entering some new territory vocationally. But unexpectedly repatriated to Canada last August. So, I am thinking about "change" more than I usually do. Even though I am back on "home ground", there is new territory to define and pursue.

Have been slogging my way reading the first few books of the Bible's Old Testament. These were people 'on the move' and used to regular change. Found some interesting insights to share with you from one particular point in their history...

Israel for most of its history was a collection of nomadic tribes. Change happened constantly when you were moving and taking up new territory. Here are some lessons their leader Moses gave before they were to take over lands and cities on their march to possessing the territory their God had promised to them:

1. When you go to war (face a new change), and see that it is far bigger than your capacity, don’t be afraid.

In Israel’s case they could believe that because their God said He was going ahead of them and preparing the way. I recognize God may not be part of your thinking & planning. If God isn’t a part of your plans, then what is the confidence you are taking with you that this change is going to work? You have to start with confidence. No confidence, no guts in the face of the challenges change will throw at you. No guts, no glory.

2. If you are not fully prepared to engage the change and all it entails, then don’t.

Army captains were to say to their warriors that if any of them had commitments to take care of first (like: they just got married or were still building a house), then they were to go take care of those commitments first before entering the fight. What might you as the leader need to take care of first in order to fully engage the change you are entering? This advice also suggests that leaders need to identify the ones who are ready to move forward, and leave others to continue to complete their current commitments. Some should not go with you – it’s just not the right time for them. In fact, some should be left behind to develop and be ready for a later phase of the change.

3. Finally, in the pursuit of new territory, don’t destroy what’s needed to feed you in the long run.

Moses’ advice to warriors when they were besieging a city was to not cut down every tree in the area in order to build the ramparts. “Leave the fruit trees” he said, "otherwise what’s going to feed you when you’ve captured the city and settle down?" How often have you seen a person tear down the past in pursuit of the future, or belittle the existing structure/organization as a justification for breaking new ground? They leave the ground barren, empty of 'trees', devoid of currently existing resources that could have helped them make their new future into reality.

In pursuit of the new, sometimes we still need the old to feed us, support us and sometimes even finance us!

It’s easy to view the organization or situation we are currently in (and want to change) as a hairball that stifles us. We want freedom. Gordon Mackenzie’s book “Orbiting the Giant Hairball” is an insightful & creative look at how to manage the relationship between the “hairball” of our current organizational context, and the creative change that typically can only be born outside of it.

(For those interested in reading the full account of Moses’ advice, refer to the Bible, the book of Deuteronomy, chapter 20)

Wishing you a successful and prosperous 2011

Harv Matchullis - back from Kuwait and settled in Canada. Still ever the nomad...

The Mere Exposure Effect

During our transition back to Canada, someone lent us their bright red Chevy Avalanche truck. “Suddenly” I started seeing that there was a LOT of Avalanches on the road, especially red ones! Have you noticed that when you’ve made a major purchase, you begin to see that many other people have bought the same thing as you?

Advertisers know all about this. So should you, the leader.

It’s called the ‘mere exposure effect’, the tendency to express a liking for, and/or an attraction to things merely because of a familiarity with them. Our perception becomes selective for the things we already know and like. Think about it – were there really more trucks out there just like mine, or was my attention more focused on them because I was now more attuned to the Red Avalanche?

For the nomadic leader, the mere exposure effect holds both value and danger. Here are 2 examples:

1. You have tapped into a successful strategy. As the execution rolls out, you begin to notice elements of your strategy in other successful organizations.

• The benefit: Not only do you feel a confirmation that others see the same benefits to the strategy (or elements of it), but you now have more ‘windows’ through which you can see how others are putting their strategy in play. There are more opportunities to compare notes and perhaps improve your strategy.

• The caution: You stop looking inside your organization to see if the strategy is really working because you are focused on comparisons and seeing who else is in your camp. The strategies may have similarities, but are your organizations the same? The mere exposure effect can lull you into failure to acknowledge your organizational uniqueness and the attention that is required to maintain and leverage it. The mere exposure effect causes you to become selective in your perception of reality. Your attention is inadvertently directed to certain ideas, emphases and strategies because they bear a similarity to what you are already exposed to. However the result is you may miss the value of ideas that are outside the frame of your current thinking.

2. Key players in your organization are producing a lot for you. There are certain characteristics you see emerge as a pattern in these people.

• The benefit: You are identifying the base factors for success. This will help you build a profile of the kind of person that will help bring more of that success to your organization.

• The caution: I see two cautions here. First, you can create an imbalance by hiring too many people who will bring you ‘success’ (however you define it) but neglect to see the constellation of other skills and abilities required to support these star players. Secondly, changing environments will mean skills sets need to be constantly honed. To ‘see’ what makes for success today may not be as successful in even a few months if the landscape shifts. The mere exposure effect can create myopia in hiring and/or training.

Nomadic leaders who have to stay abreast of ever-changing landscapes can use the mere exposure effect to their advantage by making a conscious choice to become familiar with things outside their normal context. The result is an ability ‘see’ more of the ideas, strategies or other key elements to which you were exposed. Then you will be able to tap into it for your advantage as an organization. Some ideas:

• Go see or read about a completely different industry. Talk to their leaders and practitioners.

• Get involved in some learning experiences that are outside the core of what you are involved with.

• Read about the success you have not yet achieved.

• Go SEE the success you seek.

• If you are in the C-Suite – take a walk on the proverbial ‘shop floor’. See what you have not seen for a while.

The mere exposure effect can become a useful learning strategy for a leader to see new opportunities for his/her organization. Then, by slowly introducing the rest of your organization to a great idea, you can use the mere exposure effect to bring about the change you seek.

Harv Matchullis
harvey@visiontracks.ca
www.visiontracks.ca

Storms on the Horizon

No matter where you live in the world, storms exist. They also have very different natures. I come from Canada and am used to snowstorms. Imagine my wonder at the sight of my first sandstorm in Kuwait...

Here’s the leadership point... the kinds of storms you will face on your leadership excursion vary as do weather patterns around the world. Our storms are rarely repeated. Have any of these “weather patterns” affected your leadership life?

· A vision that is getting swallowed up in a fog of daily reality

· Employees rising up in a storm of anger, protest, resistance

· Economic turmoil

· The ‘perfect storm’ of multiple challenges that threatens to take down your leadership or organization

· Being frozen out of influence and realizing you are being sidelined

· A weather front from your personal life rolls in to affect your leadership

· ...

There’s a disturbance on my horizon. I started out here in Kuwait with a clear plan and confidence. But a storm started to brew, and things happened that I did not anticipate. Tried to wrestle it down, find a solution, and make mid-course corrections. In the end (actually I am not yet at the end), tough decisions had to be made that were right, but not easy.

How do you handle the storms? As I write this, I am still in a life & leadership challenge, so the things I am writing about are current. The following steps are helping me; some are still in-process. Some I take by faith that they will lead me to clear skies. So, as many blogs go, this is a personal journal of what I have come to know over the years can help me ride out the storms and emerge into clear weather.

So, as the weather gets bad around your leadership, or your life as a leader, here are some process considerations to help navigate the storm successfully...

Reflect

The default for many leaders is “dive in and solve this”. You are much wiser to step back and simply start reflecting. Reflecting is at its simplest: “taking a look”. Don’t bother analyzing yet. Take a snapshot of the storm. You can do this by asking some simple questions like:

· What is actually happening right now?

· Who else is affected by this?

· How might others be viewing this? (How can I get their opinion?)

· To what extent am I committed to successfully getting through this?

Process

At this stage it’s time to ask: “So, what does this mean?”

You can do this yourself, but I strongly advise against that! Most of us in reality are like a horse with the blinders on. We see only so far and usually in a particular direction. Involving others helps us get a 360 view of not only our situation, but also our thinking about the context.

Indulge me and let’s do some thinking about our thinking. The prefrontal cortex is where our executive functions are located. The basic activity of this brain region is considered to be orchestration of thoughts and actions in accordance with internal goals. This area of the brain takes up about only 7% of our brain, but it consumes a high amount of physical energy. That’s why learning takes so much work! It's like the RAM in your computer... fussy and an energy drain! So, what our brain does is ‘hardwire’ everything it can, sending it to the "Hard Disk" so that it can be retrieved later with a minimum amount of effort. Our brains are wired so that we default to the ways in which we have thought in the past. It takes less energy to access that information, so we usually tend to ‘go there’. That’s what I refer to as ‘default thinking’; it’s the first thing we think about because our brain can access that thought (or pattern of thinking) without taking up so much energy.

But, think about this – in a storm, can we always rely on old patterns of thinking and behaviour to serve us well? This is where your friends and peers come in to help you ‘think’ from a different angle. You may find a new perspective that will help you face your storm. You may need help to learn a new way of not only seeing something, but of thinking about it.

And, if you have a major decision to make, you want the best of your brain on your side, not just ‘what comes to mind’.

Wait

Before a decision, it’s a good thing to create space between the issue and your need to make a decision. Walk away from it for a while.

Have you ever noticed how often an “AHA” moment occurs at some point after you have been hard at work thinking through a problem? There’s brain science behind that phenomenon too, but I won’t go into that here. (see the book reference below)

Decide

You do have to make a decision. They say that ‘not to decide is to decide’. That’s a half-truth. Not to decide is to:

· perpetuate the current chaos, which will control you if you decide not to control it

· live with lack of clarity and conviction, which will undermine your self-confidence

· create a destructive pattern in your thinking

Rarely, if ever, do we have all the facts in front of us when it is decision-time. We each make our decisions based on our own sets of criteria, which usually are a mix of the logical and intuitive ‘gut’ or ‘heart’.

For a fascinating read on how our brains work in decision making, I highly recommend John Lehrer's book "The Decisive Moment".

Act

Execute. Jesus once said: "Let your yes be yes and your no be no" - in other words, be integral once you have committed yourself and carry through on it.

I have made a decision. It’s time to execute. I still will have some of the storm to get through as a result of that decision. But the one thing a decision does is set your course for the next phase of your leadership. You now know where you are going.

Press on!

Harv Matchullis – June, 2010