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Q&A: Leading up, and Changing Culture

January 28, 2012 by Rosa Say

Received these questions from a friend of mine, a professor teaching a college course on the “Emotional Health in Organizations” and thought I’d share my answer with all of you who read Talking Story as well:

How does one effectively  “lead up” in their organization, if it is still managed like the Industrial  Revolution? How does one BEST change the culture from within? Is it REALLY  possible”since  the key leader always defines the culture of the organization????

Yes, it’s possible, if you are willing to do what it takes.

Life is short, and we all have more options in the best possible living of our lives, options we may not readily see at first glance. This is why great managers are needed, and why the coaching industry thrives: Everyone can use help with seeing all their options.

Room for everyone.
I don’t care how ‘flat’ a company is, management isn’t going away, and we don’t want it to!

One question at a time. Order is important, for Cause and Values are the keys.

First of all, keep your eye on your ultimate reward, and not just on the temporary obstacles. Be sure you see that reward clearly, by getting people out of your cross hairs.

When managers ask me variations of these questions, I’ll always ask them to step back far enough to see the big picture view with more clarity first — i.e. See the organization and not the people within it. Step back so you can reassess the values of the organization as Managing with Aloha teaches, and still know you commit to that organization’s cause (mission and vision): Can you fully make the decision to press on because you are sure that’s where you want to be?

Said another way, are you sure you work for the best organization for you, best deserving of your Ho‘ohana service? If so, let’s talk about “what it takes” to effectively “lead up” (more on that in a moment.)

Green Light: When your personal values are a match for the values of the organization, everything is easier (and more fun). Everything becomes more realistic — more probable.

Red Light: Conversely, the greater the mis-match in values, the harder work will become because win-win agreements are increasingly difficult to achieve, and

Yellow Light: Productivity and Progress require working agreements.

The people we work with — the “key leader” and many others — will always loom larger than the organization itself in our day-to-day work. However the truth of the matter, is that worthy organizations, deserving of our own worthwhile efforts to support them, are longer lasting and have more endurance, outliving the people who populate them, no matter their individual stamina or tenacity as a team. For example, Steve Job’s personal influence essentially ended with his death last year, while Apple’s lives on.

If you say, “yes, this is where I have a values match with our organizational cause, and I am determined to stay and work my way through this” let’s move forward and talk story about “leading up.” For then, and only then, we have what’s ‘best’ and what’s ‘really possible.’ We can have positive expectancy, for that’s what value alignment delivers (see Key 3).

Can you keep a secret?

The Golden Rule comes to work with us. Always has, always will.

No matter where you sit in an organizational hierarchy, both leading up (inspiring the creation of new energies), and managing up (channeling existing energies and all available resources toward mission and vision) really amount to one thing, and that’s doing your part to make work flow productively for everyone involved, so you can continue to do the best possible version of your own work.

In other words, after you turn the keys above (Value alignment, the Cause of organizational mission and vision), the next key you need brings other people back into the picture with Relationship-building (for teamwork, network partnerships, customer sales etc.) You work to be a great partner, so you have best-functioning partnerships, for life is not a solo proposition.

In our Managing with Aloha vocabulary:

By ‘Managing up’ you make crucial work easy for your boss, for you need to partner with each other. (Managing-as-verb channels existing energies, existing resources in the adjacent possible)

By ‘Leading up’ you inspire your boss and others with your work-relevant and/or cause-relevant ideas, and you ramp things up. (Leading-as-verb creates new energies, and new resources)

When you make work easy for others, they will reciprocate and make it easier for you as they’re able to. Often you’ll have to be the one to help them see how they can help you, for they aren’t living in your shoes, and so a good relationship between you is required, and always will be (thus The Daily 5 Minutes to help). There are centuries of past workplace experience which is testament to the Golden Rule and its ethic of reciprocity, including my own experience in a number of different companies. I’m confident that your work experience illustrates this too.

The Golden Rule works outside the organization as well, in all its connective networks.

“The Law of Reciprocity must be respected to build a sustainable business of any kind. This law postulates that in almost every case people reciprocate, especially when it comes to energy or generosity.”
—Tim Sanders, author of Love is the Killer App and The Likeability Factor

So to be practical, and address your first step in “leading up,” return to your own workplace relationships and improve them in mutually beneficial ways. You don’t have to break rules and make new deals — in fact, you shouldn’t have to if you’re right about that organization being best for you. You just have to work within your present scope of influence in a way that serves others well.

It requires a win-win attitude. Start with what you can do well, and your scope of influence will grow by leaps and bounds. Best of all, it will grow in a way that’s Pono, and in alignment with your integrity, ethics, and personal values. That’s all integrity is, really, taking the actions which ‘tell the truth’ of your values.

Random is good

Can anyone change a culture from within?

I say yes, IF you act as the Leader with Integrity as just described, for I believe that leadership isn’t a position or title. Leadership is a degree of effectiveness in spreading your ideas, and anyone in an organization can lead; the word is a verb.

Culture isn’t static either: I write Talking Story today in support of the tenets of Managing with Aloha, because I so fervently believe that managers create culture, and that Alaka‘i Managers have the best shot with creating healthy workplace cultures in our society today, because Aloha is always part of the agreements reached within their partnerships.

I would agree that to actually “change a culture,” at least in the shorter term, the leaders of an organization must embody the integrity of the values they claim the company holds dear. And by the way, values can, and do change over time” ask anyone at Apple what’s starting to happen now with Tim Cook.

Curvy petals

If leaders don’t embody the values which match up with company mission and vision they won’t last that long. There will be no blooming until another leader takes their place, or they are otherwise overruled by the greater influences within the culture, and one of those things will eventually happen. The next leader to take their place can come from anywhere within an organization. When we look outside the organization instead, there is usually widespread awareness that we have a void internally.

And again, that’s where I think Managing with Aloha comes into play: To help Alaka‘i Managers mentor those leaders of tomorrow, or grow to become those Leaders of Value Integrity themselves.

Stick with me kid.

A Current Case Study:
On January 1st, Jim Sinegal, co-founder and long-time CEO of Costco, turned over the reins to new CEO Craig Jelinek (an internal promotion). Jim Sinegal has been called one of the world’s top retailers, but when asked what is proudest achievement is, this is what he said:

“I think the thing we’re most proud of is the fact that [co-founder] Jeff Brotman and I built a team that’s capable of running a business this size. There’s a management team in place that is very, very good and that has enabled us to sustain the business for a long time.”

Read more: The Empire Built on Values.
As of this writing, Costco has grown to be the 3rd-largest retailer in the U.S. and the 7th-largest retailer in the world, with more than 161,000 employees, 595 warehouses in 8 countries, and more than 64 million cardholders.

“Jim Sinegal has done an amazing job of keeping the company focused on their core values to create one of the strongest consumer franchises in the world.” — Ed Weller, senior research analyst at ThinkEquity in San Francisco, quoted in The Seattle Times

“Jim built Costco based upon the highest standards of ethics and integrity. He has always believed that if you hire good people and pay good wages and benefits, good things will happen. He also frequently reminds us that we must spend 90 percent of our jobs teaching our employees. Those principles define our corporate culture and make Costco a great place to work and shop.” — Ginnie Roeglin, Senior VP, E-Commerce and Publishing, and Publisher of The Costo Connection.

Lead, Follow or Get out of the way

October 20, 2011 by Rosa Say

You have heard this phrase before, I’m sure. You may even have said it yourself, or at least thought it… I admit that I’ve said it, and thought it several times when a younger, more inexperienced manager (politics tends to push me into that thinking still… sigh).

I do try to catch myself now, and bite my lip if necessary! At work I go for even better: I will rephrase LFOGOOTW to give people a more welcoming “we” choice, to deliberately eliminate the GOOTW sarcasm. When I sense my team has reached a degree of clarity with an issue, I ask, “would you like to lead this one, or work within your followership?” genuinely feeling that both choices have merit, just different energies, and that each person can make each choice relative to the variables at hand.

Replace innuendo with Culture-building

I’m not the only one who feels that way; it’s in our culture. Our team has talked about followership enough to know that Following is NOT a Passive Activity. Following can often go the What/How way of the managing verb (as compared to the Why/When leading verb), a great thing.

As for “…or get out of the way,” that’s not one of our options. We can’t afford bench-warming (and nobody likes it).

The trick to timing the question of lead or follow, is one of sensing people are ready for action, and feeling we’ve talked about it quite enough — at least in that stage of the project. The “lead or follow?” question turns people loose when both choices have been established as good choices in a workplace culture. Neither has that cynical dig in it (“if not, get out of the way.”) which is very un-inclusive (i.e. un-Kākou).

join the QuEuE by Maldita la hora on Flickr
join the QuEuE by Maldita la hora on Flickr

However is that enough?

In Managing with Aloha cultures, we do go for the “and” instead of the “either/or.” LFOGOOTW is a good case in point with advocating the “and” embrace, for as Dan points out in the comments, “lead, follow, or get out of the way oversimplifies things a bit.”

I remember a wonderful comment from Stephanie when we had talked about the LFOGOOTW phrase within the value-mapping we’d been doing at MWA Coaching, with the value set of Alaka‘i, Kākou, and Lōkahi:

The more I read, the more apparent it becomes that for as long as I can remember, I have been looking for others to provide me with clear answers rather than developing them on my own. In fact, I am truly grateful to the gentleman who inspired [this conversation string on “Lead, Follow, or Get out of the way.”] since I often get stuck thinking about mantras as law.

So what does this have to do with leadership? For me, the lead or follow mentality seems limiting. Much like in partnerships, where only two people are involved, it’s about taking turns. In other words, it’s about being a team-player, just like you expressed [with the value of Lōkahi]. The best leaders understand this and know when to stand down.

In an environment where all members are respectful the leader rises to the occasion with ease. Nurturing an environment that enables every member to shine is not always easy, but that is certainly my goal.

I don’t think there is anything wrong with looking to others for help with answers; in fact, learning from their lessons is quite wise. And taking turns can help — don’t think it simplistic and dismiss it. We seldom work alone or in a vacuum, and collaborative and synergistic work is what great teams engage in and thrill to.

And I love what Steph had observed, that “In an environment where all members are respectful the leader rises to the occasion with ease.” The goal she had to nurture such an environment was outstanding — truly Kākou behavior with that Ho‘ohanohano demeanor of respect.

I think about it again today (thus this post) as I wonder what direction the nascent #Occupy movement will start to take.

“Rise to the occasion” with Lōkahi

How do we allow leaders to rise to the occasion with ease as Steph says, while we continue to shape our own more progressive and proactive behavior?

Let’s revisit the Lōkahi connection: Lōkahi is the value of collaboration, harmony and unity. The pairing of Kākou and Lōkahi are the MWA values of teamwork. They are the value-drivers of the followers that leaders dream of inspiring, and having on their team.

From Managing with Aloha, under a section heading called “the role of the individual” (hardcover page 107);

“Most of the Hawaiian values really speak to personal endeavors, and the concept that all starts from within you. We are responsible for our own attitudes, our own choices, our own happiness and our own success. While Lōkahi speaks to the behavior of people within a group, its core assumption is that the group’s effectiveness comes from the choices made by the individuals within it.”

“Lōkahi asks these questions: Are you a bystander or are you truly engaged? Does your reach include the entire team, and are you being cooperative? Do you seek to understand everyone’s opinion while sharing your own? Are you looking for mutually beneficial agreement or are you settling for negotiation or compromise? Do you understand the role of every person, and are you respectful of their participation and involvement? Are you fulfilling your own role and responsibility, so that you make the contribution that is expected of you? Are you supportive and positive?”

In other words, are you a team player? Will you be the best you can be on the team that your leader of choice champions? When called upon to do so, will you be able to take your turn leading too, building upon the involvement you have had all along?

Lasting movements (progress) requires clear, directional Change

In that conversation string I pulled Steph’s comment from, we’d reconvened to talk story about self-leadership in our value-mapping process. We spoke of how our leadership vocabulary could be sharpened, and thus strengthened as “Language of Intention” (MWA Key 5).

Then we asked each other, “What is self-leadership?” and tried to focus in on it in regard to effecting change. I recall it now (and looked up our conversation archive), because of all the dissatisfaction in current affairs — something’s got to give, and people say they want change: What will it be, and how will it happen?

Nothing changes until something shifts or moves. Self-leadership is what gets us to move.

Determination - Barrel Racing - Parada del Sol Rodeo
Determination - Barrel Racing - Parada del Sol Rodeo by Alan English on Flickr

For the most part, I like change because it is vibrant and alive; it defies stagnation. I say ‘for the most part’ because there are times for calm and for stillness, but those are times for the reflection which leads to rejuvenation, and for fortifying our energies for the next leaps of movement.

That’s because nothing changes until someONE shifts or moves.

That someone is the self-led, the person who chooses self-leadership first, so they need never depend on the leadership of another to free them from any stagnation or inertia; they do so for themselves. That someone may emerge to be the leader, or one of them, but for the time being they have their own work to do.

The person who chooses self-leadership as their first experience, can then empathize with the needs of others they will eventually ask to join in, or to follow their lead. Often they need not ask; it just happens because leadership is so attractive and compelling. It’s magnetic and contageous.

The self-leadership of the value of Alaka‘i is about strong, self-impelling initiative.

It is the ability to self-energize so you always have reserves to call upon when you need them.

It is the ability to self-motivate, for motivation is an inside-job: If we’re completely honest, we will admit that no one can motivate us; we must do so for ourselves.

Self-leadership is a quest for learning more about what is possible. Therefore, there is an impatience and sense of urgency about self-leadership, for those who quest know that something bigger and better exists to be discovered or created.

The self-led have the burning desire to be the one who will do that discovering or creating.

Is that the person you are, or the person you hope to be?

I do believe that at some point in everyone’s life, they can answer, “Yes.” As Steph helped us see, it becomes our turn.

Alaka‘i may not be the most consistently called-upon value that we choose when it comes to our personal values, but I do believe it may be one that we universally share much more than others. We each have it: It’s more a question of when we choose to invoke this value, and about which of our passions, and about whether that passion is one we champion or choose another leader for.

talkingstory_header_09

Postscript: You will notice that the 1st few comments below are from August of 2009: This is a refreshing and reframing of this post when originally published then. I am doing what I encourage you to do in workplace culture-building: Repeat what you stand for to keep your language of intention alive and well. Refresh it and reframe it when necessary, and you keep it Kākou too – not everyone will have heard it the first time (or will have retained it). If it is important, put it back on stage: Alaka‘i ABCs: What do you stand for?

So I invite you to weigh in again: Let’s talk story.

If you are newly joining us, Alaka‘i was subject of the posting before this one too: Alaka‘i Leadership, Chiefs and Indians. Sections include:

  • Leadership delivers an affirmation of our values
  • What do we do, when leadership fails us?
  • Alaka‘i Leadership is a concept of abundance

Lead with Compassion, then Manage for Competence

October 8, 2011 by Rosa Say

Lead with Compassion

The message I have for those in HR and all managers who are now able to hire, is to interview with fewer shortcuts and with more compassion.

For instance, I understand how online applications save time and help in screening, but those who use them are losing sight of basic etiquette: There is a real person behind each application, and candidates are craving more Aloha in what has become a faceless process. It is appalling that the majority of those who apply online never receive any human response, not even a thank you for applying.

Then there’s all the hidden talent that slick digital screening keeps unknown: Employers are missing out too, because they aren’t looking hard enough. They make a rookie mistake, in assuming that the right info is appearing on their online application in the first place. Bad assumption: Even if you ask the right questions, there’s no guarantee that you get the right answers — even from the perfect candidate.

Leading with compassion in this process then, is about leading with empathy, with open-mindedness, and with smarts. Leading with compassion is having a positive expectancy about the innate good in all people: It’s there, waiting for you to tap into it, and place it well.

However compassion alone is never enough.

Strength and Delicacy Combined

Manage for Competence

Let’s review our basic definitions of leading and managing as verbs connected to energy. Energy is the manager’s greatest resource: It’s the fuel which powers your production capacity, and creates all other business assets.

  • LEADERSHIP is the workplace discipline of creating energy connected to a meaningful vision.
  • MANAGEMENT is the workplace discipline of channeling that mission-critical energy into optimal production and usefulness.

Leading with compassion will recruit new energy. Your Aloha has made your company attractive to the best candidates.
Managing for competence will channel the energy of that new recruit you hire every day going forward.

Before an Alaka‘i Manager makes a job offer, they must think about how a candidate will fit in with the rest of their team. They want team players, sure, but they also want every single person in their workplace to be a star, exceptional at what they do.

The fact of the matter is this: Stars want to work with other stars. People want to believe that they are working with the best people in their field, and not with others who are second best.

In essence, Alaka‘i Managers will rightfully expect that their people re-apply for their jobs each and every day, applying for them by demonstrating their competence, their passion, their strengths, and their visionary thinking in the work they do. It is that expectation they give their support to as managers.

Managing with Aloha is not “going soft” with compassion alone. KÅ«lia i ka nu‘u (chapter 5): We want to excel each and every day:

“Excellence is never an accident: It is always intentional, and it always demands more than the norm. Be your best. Don’t settle for less, for there’s no honor and no reward in aiming lower than what you are capable of achieving. Once achieved, excellence has a way of permeating every aspect of what you do, and it affects everyone you touch in an organization, infecting those around you with zest and vitality.”
— KÅ«lia i ka nu‘u, the value of excellence, in Managing with Aloha

Compassionate hiring is smart, but it’s only the beginning.

Unfurling Hope

In the archives:

  • Regarding Leading with Compassion: Milk’s good” Got RISH? RISH is the acronym for Recruitment, Interview, Selection, and Hiring
  • Regarding Managing for Competency: Performance Reviews: There’s a much better way. Keep the good in the process, get rid of the bad

Your Managing with Aloha self-coaching:

I have categorized this post with 2 of our 9 Key Concepts: Can you answer why?

  • MWA Key 6: ‘Ohana in Business (category link)
  • MWA Key 7: Strengths Management (category link)

Performance Reviews: There’s a much better way

February 28, 2011 by Rosa Say

Sat to talk story with a few managers who are currently facing their annual deadline with completing performance appraisals.

If you’re in corporate life you probably know the drill:
Performance reviews are conducted annually in one-on-one manager/employee appraisal meetings (and mandated), and managers are required to use a format designed by an HR office or some consultant, so consistent performance ratings can be used throughout the company for supposed equity in compensation levels — a poor reason for a bad process.

Employees hate it, and managers hate it, and yet scores of companies continue to uphold the practice. Pure yuck.

As you might guess from my tone so far, we don’t use that system in any of my Managing with Aloha-modeled businesses (we don’t have Job Position Descriptions either; we co-write individual Ho‘ohana Statements).

Do we review performance? Of course! The difference is that we do it constantly, coaching and mentoring on the job as the best possible context for having those conversations: Working on our Ho‘ohana is an everyday thing (and compensation is handled in another way as well). Thanks to opportunities furnished by The Daily 5 Minutes and our value-mapping practices, business partners (i.e. employees) are often the ones to initiate conversations on their performance with managers.

However I know that many managers have no choice but to comply with mandates, and like those I just coached, they have to work within the system they have until they are able to change it. Well, you CAN make improvements, making them work for you right now. Embrace your Systems Thinker: As we have learned, people can fix broken processes. Processes cannot fix broken-in-spirit people.

Here is what I advise.

Keep the good, get rid of the bad

In short: Turn your mandates into a positive and highly useful process.

  • Start with the basics of what you are required to do,
  • Improve the quality of those basics when done by your hand, and then
  • Build new improvements from there.

Here’s how.

1. Learn everything there is to know about your mandate. Good managers never wing it or fake it when it comes to putting anything in writing in regard to the performance of another human being. If you’re feeling somewhat powerless at this point in changing anything about the system as it now stands, imagine how your employees feel! They are counting on you: Hold yourself accountable for what is a profound responsibility.

Put your own manager or HR department to work for you, and get their coaching. Ask all your questions, and be crystal clear on the domino effect created by any appraisal form you complete: forms largely exist to expedite other processes.

2. Do your homework. If you’re working within a mandated system, you’re not alone. Chances are the employees in your charge have been reviewed before, and by others: Learn their history. I don’t necessarily recommend you use it (each situation is likely to have different variables requiring your judgment), but you should definitely be aware of it: you can’t build a new house (and culture of Aloha) without a solid foundation.

Second, put your feelers out for other managers who have a good reputation in your company (managing and leading with Aloha), and ask them to share any of their lessons learned with you: You may be pleasantly surprised in discovering great workarounds (legal ones) which already exist in your company culture.

3. Add some heart to add good energy. I cannot emphasize this enough: In “starting with the basics of what you are required to do” make the ‘official’ annual appraisal meeting a positive experience, helping without hurting. Do what you have to (more on this in the next section on timing) but be absolutely sure the annual appraisal itself ends on a high note: Positive and useful.

How can it be useful? Do have the appraisal focus on Ho‘ohana goal-setting, with action-specific goals that are achievable week to week (not year to year). Hō‘imi: Lay the groundwork for a near future flush with positive expectancy. Always remember that the energy of your people will fuel their capacity to perform magnificently going forward, and thus, it’s your greatest resource too: All other business assets flow from the performance energy of human beings. Your job as manager is to light those fires, not put them out.

4. Ace your timing. Until you can change the system itself, do whatever is required of you, by doing what you have to at the best possible time. If you have to deal with some negativity and have a conversation about poor performance, do so and do not avoid it. Be a good boss: Never shy from your opportunities to teach, facilitate, coach and mentor.

Corrective conversations do NOT have to occur during an annual appraisal: They should happen before then, and in their best context on the job. Alaka‘i managers will create a coaching m.o. where they deal with any messes first, and then use the annual appraisal as yet another time to celebrate a sweet victory with having done so. Give that victory to the employee whose performance you are coaching and mentoring as a win you can log during the ‘official’ review.

5. Keep conversation as the construct of each working relationship. Annual appraisals are a pain when you only do them annually. What I’m suggesting to you is that whatever is required becomes the culmination of better practices you’ve adopted day in, and day out. We talk about conversation so much here because it’s easy, enjoyable, and effective.

Work with Ho‘ohana initiatives to fuel performance energies in your workplace group huddles. Do the Daily 5 Minutes ® and you will have a wealth of one on one conversations:

I need to be crystal clear about something:
If you’re not giving your staff the gift of the Daily Five Minutes ®
you’re not Managing with Aloha „¢

Turn up the Volume, and Manage Loudly:
Don’t give up too soon. Enjoy the music of managing well.

This need not be overwhelming:
Don’t Just Add, Replace. Own the 100%
Scroll down to the footnote tags and see how much this relates to!

Bonus Idea: One of the practices we incorporate in the ‘Ohana in Business Model ® is the Annual Nānā i ke kumu Interview: We literally re-interview all our business partners (including our vendors and suppliers) to strengthen our relationships with the knowledge of any life shifts which have occurred over the past year. It’s a time we revisit innate talents, strength activities, and sense of place well-being as we purposely catch up with each other. Why do so many managers only do this when they first hire people?

Will this be enough for you?

Finally, please do question your own influence: Stretch and grow it, and do not underestimate what you are capable of. What can you do to effect change in the larger system? How can you be a change agent where you work so a bad system goes away forever?

I think of what I’ve just outlined for you in this post as managing well: As I love to say, managing and leading are verbs. Will you be satisfied with this, or will you now lead? One problem with leadership, is simply that we don’t have enough of it.

As I mentioned before, the obstacle faced is usually your company’s compensation structure if that’s what ratings are tied to: Break the ties which bind by offering to help them create a much better solution.

D5Mdiscover

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RSS Current Articles at Managing with Aloha:

  • Lokomaika‘i, the value of generosity
  • In favor of Wage Equity as our Core Standard
  • The Thrill of Work
  • Evolve into a manager
  • Self-Coaching Exercises in the Self-Leadership of Alaka‘i
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