Showing posts with label Inspire. Show all posts
Showing posts with label Inspire. Show all posts

June 6, 2016

Get Out Front Leadership

Thought this was a good photo of leadership.

I've seen other depictions of this such as when the commanding officer leads the charge of his advancing troops versus the other guy yelling orders from way behind the front lines. 

Here the idea of the leader is of being one with his people and helping pull his own weight!

Much more inspiring and effective than "the boss" who is yelling/barking orders at the others from on top the mound of work that the others are trying to move forward, and he is just adding to the weight of the load being pulled.

To really understand the mission or business, the leader has got to get out of his/her ivory tower perch and see things up close and personal on the front lines. 

You can't really know the enemy you're fighting or the hill your trying to take if you never even seen it firsthand. 

Leaders aren't above the job or over the staff, they are effective when they are part of the solution (and not part of the problem) with the people that they are attempting to successfully lead. ;-)

(Source Photo of Comic: Andy Blumenthal)

Share/Save/Bookmark

January 11, 2015

Return of The Hare Krisna


I hadn't heard the rhythmic chanting of the Hare Krishna since my days in New York City probably 20 plus years ago. 

Today, we see them on the streets of downtown Silver Spring, MD singing their Hindu mantra...again and again. 

The boys sitting on the rent-a-bikes are banging the drums to the chanting across from them. 

As they chant, they implore people to take their literature and chant along with them. 

Whether you see them as a cult or just practitioners of another faith...these people seem mesmerized by their own chanting "meditation", which was a steady beat but also had no meaning whatsoever to me.

As a kid, we were told and would steer clear of anything that smelled of Hare Krishna, Jews for Jesus, or others trying to pluck away at the souls of our youth. 

While Jews have wonderful people like Chabad who try to bring Jews closer to Judaism, we really don't proselytize others...it's not our belief and is more of a live and let live attitude for all. 

I never quite understood why some feel literally a mission or compulsion to convert others to their beliefs, instead of practicing what they believe themselves, being devout and good people, and letting their actions speak for themselves and inspire others, if truly deserving.

There really is no need to stand on street corners with megaphones or at the auto-da-fe stroking flames of burning flesh to get others to your way of thinking.

In my opinion, honest belief and genuine faith is not gotten through yelling the loudest, standing the longest, or even threatening or menacing others. 

Be sincere and good, and let your actions speak for themselves. ;-)

(Source Photos: Andy Blumenthal)
Share/Save/Bookmark

December 14, 2014

Reach Out To Lead

The New York Times today had an editorial called “Our Unrealistic Hopes for Presidents.”

In this piece, Brendan Nyhan lowers the bar on all leadership, and most importantly on the President of the United States. 

He advocates for us to “give up on the idea of a leader who will magically bring consensus and unity to our politics.”

While I agree that there is no “magic” in leadership or politics, it is precisely a leader's job to see to the vetting of ideas, compromise and consensus, and a way forward for the people, organization, and/or nation.

The leader, especially the president, establishes the vision, motivates and inspires, so that we are elevated from being focused on our own selfish motives  to being “One nation under G-d with liberty and justice for all.” (Pledge of Allegiance)

Or as JFK stated:

“Ask not what your country can do for you, ask what you can do for your country.” 

This is the type of greatness that our leaders can raise us to and it defies race, party, or creed.

Certainly it wasn't easy for the founding fathers of this nation to come together and write the Constitution and Bill of Rights that is not geared to the right or left, but is just plain brilliant and correct!

Yes, this is precisely what leadership is--not blame, finger pointing, go it alone, or defeatism--and that is why NOT everyone is cut out for the “top job" and why we seek the the 1 in 311 million for the job!

Nyhan writes “At election time, candidates seduce us with promises to bring America together, but inevitably fall short and end up leaving office with the country more polarized than when they arrived.”

In plain English...this is called broken promises and failed leadership!

A leader, absolutely, must bridge the divide, create an overall unity, a sense of purpose, bring the commitment of the hearts and minds--whether to feed the hungry, land a man on the moon, or win the war whether against fascism or terrorism.

Nyhan states disparagingly about us that “The public and the news media still want someone…a uniting figure who works across the aisle to build support”—Uh YES, how else will we ever get anything big and meaningful really done?

He tells us to “stop asking who can achieve the unity,” that times have changed, and that instead we should accept the “norm of polarization,” conflict, and disharmony in our nation. 

Sure, there are times of urgency and crisis, when a leader must decide and act in lifesaving haste; however, in most usual cases, decisions and actions can come about by joining together rather than tearing asunder. 

No, we should never stop demanding great leadership--those who can overcome both the petty divides as well as the more substantial differences, to see through to a greater good, common purpose, and a better future for us all. 

We can’t do this as Nyhan proposes by giving up on working together, and trying to go it along, without anyone who thinks differently than us, and “govern well without their support.” 

In corporate America or politics, leadership by decree is known as dictatorship, and that is not what this democracy or for that matter real success is about. 

Whether in the boardroom or the Oval Office, we need to demand leadership that explains their point of view, listens to other perspectives, and is able to form compromise and win-win scenarios.

When one side feels ignored or that they've been worked around instead of with, then the result is sure to be bitterness and prolonged fighting to overturn the "my way or the highway" decision or to poke the other side right back in the eye when they have the chance. 

We don't need excuses, but strong leaders who know how to “work the room" or "reach across the aisle"-- to bring facts to the table, and sentiment to touch people’s hearts, to give clear vision to help us see “the bigger picture” of what can be done, if we only can act deliberately as one.

(Source Photo: here with attribution to Niels Linneberg)
Share/Save/Bookmark

January 4, 2014

10 Ways To Improve Federal Technology

While it's good to improve government services through advances in information technology, we also need to do better with what we have, which is our own valuable IT human capital. 

In the Wall Street Journal today, the "health-site woes" are spurring a push for changes to federal technology, including the possibility of a "federal unit dedicated to big tech projects." 

Whether or not we carve our a separate big tech project unit, we can do so much to improve success in all our agencies by valuing our people and motivating them to succeed.

As democracy and capitalism have taught us, we need people to be free to innovate and reward them appropriately.

While the grass may look greener in Silicon Valley, our challenge is to utilize all our resources in whatever part of the country they reside, whether they be government or private sector workers.

Ultimately, like most things, this is a human challenge, and not just a technology issue. 

Hence, I developed the above comic strip to demonstrate 10 Ways to Improve Federal Technology, so we can all succeed together. ;-)

(Source Cartoon [click here to enlarge]: Andy Blumenthal)
Share/Save/Bookmark

May 20, 2012

The Reason We Are Given Is To Give

There is a famous slogan about "the gift that keeps on giving" that has been used for promoting various products from appliances to flowers.  

But to me, it is more appropriately used to inspire people to make a donation or give of themselves, because of how fulfilling it can be and how it makes us better people.

There is no more beautiful story about the act of giving then the one by O'Henry called The Gift of The Magi

In the story, a husband and wife, Jim and Della, want to give each other holiday gifts, but they are poor. 

Della has beautiful long hair, but no combs for it, and Jim has a gold watch passed down from his father and grandfather, but no chain for it. 

Each sacrifices for the other and in a tragic irony--Della sells her long, flowing hair to buy a gold chain for Jim, and Jim sells the prized gold watch to purchase a set of special combs for Della. 

They could've been selfishly focused on what each individually was lacking, but instead they rose above it and were superbly generous--giving away their own prized possessions to try and make the other whole. 

They found the wisdom of the ages in terms of loving, giving, and sharing being of the greatest joys one can have. 

I love this story for it's simplicity in teaching about giving and sacrifice and channeling whatever our challenges in life are into opportunities for betterment. 

Maybe as individuals, we can't change the whole world in one fell swoop, but with each positive contribution and act of giving, we can leave it a little better than the way we found it. 

I was so proud earlier today when I heard one of my teenage daughters say: "the reason we are given things is in order to give to others."

I don't think my daughter ever heard of this O'Henry story, but I see how she is learning and living it, and what more can any parent want from their children. 

(Source Photo: here with attribution to OpenSourceWay)


Share/Save/Bookmark

November 13, 2011

Designer Bobigner

In a book review in Fortune Magazine (7 November 2011) of "Steve Jobs: The Biography...His Rivalry With Bill Gates", one of Apple's early employees from the 1980's is quoted as saying "Each one thought he was smarter than the other one, but Steve generally treated Bill as someone who was slightly inferior, especially in matters of taste and style."
While Microsoft seemed to lead for many years especially in terms of "business acumen," in the end, Apple built the "more valuable company"--Jobs was the design extraordinare and his imagination for user-centric product designs like the iPhone, iPad, iMac and more touched people in ways that no "other business leader of our time could possibly match."
I have found that not everyone overtly appreciates the importance of design--and in fact, some people make fun of it, almost like children chanting "designer bobigner"--whether because they value function over design or they simply don't have "taste and style" like Steve Jobs complained about his rival.
In either case, I think people who seem or act oblivious to the importance of design are missing the incredible power of those who can develop products with an eye towards beauty, novelty, and functionality combined. A computer is a magnificent thinking machine, but an Apple is generally a work of art.
Think about how people neurotically cover their Apple devices with all sorts of protective cases as if it were a precious jewel instead of a just a phone or computer.
Art is treated as priceless, but a computer is often just a commodity. However, Steve Jobs knew how to combine the functional power of a computer with the design of a master.
While "Big Box" retailers like Wal-Mart and Costco continue to grow and expand, our world seems smaller because of it--their shelves and aisles are stocked high with rows and rows of commodity, look-a-like goods of toothpaste, sweat pants, and TVs; it is easy to forget that those products that are really valuable to us, usually aren't just good to use, but great to hold, feel, and look at.
In this light, I found two product designs that I thought were pretty cool to share.
The first is the white milk container that says Milk and the other is a box of tea bags, each bag with its own hanger for display and use of the side of a cup. The ideas are so simple, yet somehow so creative and appetizing. Two age-old commodities like milk and tea can be made new and special by how we package and meld with it in our environment.
Like the Chinese concept of feng shui, there are brilliant ways to develop our surroundings that energize and inspire, and great design is a magical element in a commodity world and what was not so long ago dominated by the one color black Ford Model-T.
Thank you Steve Jobs and the many other great design minds out there--keep the special things coming that make us say, "I want one!"
(Source Photos: here)


Share/Save/Bookmark

April 11, 2011

Optimizing Culture For Performance

Interdependence

Strategy + Business (Spring 2011) has an interview with Edgar Schein, the MIT sage of organizational culture.

In it, he describes why it is so hard to change this.

In my experience, organizational culture is key to success.

Why do we want to change organizational culture to begin with?

Sometimes it becomes dysfunctional and can get in the way of performance.

Sometimes, leaders think they can simply change a culture, but Schein disagrees. He says that you cannot simply introduce a new culture and tell people to follow it--"that will never work."

"Instead you have to...solve business problems by introducing new behaviors."

However, you cannot solve problems or even raise concerns where "in most organizations the norms are to punish it."

Schein states that "the people with the most authority...must make the others feel safe"--to speak up, contribute, and even make mistakes.

Schein goes on to call for people "to work with one another as equal partners"--breaking down the traditional organizational boundaries--so that we stop telling people, so to speak, that "you're in my lane" or "that's above your pay grade."

He goes a step further, stating that the healthiest work cultures are interdependent, meaning that people actively try to help one another solve problems.

What an enormously powerful idea, that everyone has something valuable to contribute. Every opinion contributes to the dialogue--and all employees are worthwhile.

That is my definition of a healthy culture, for the organization and its people.

Share/Save/Bookmark

October 23, 2010

Beyond The Stick

Over a number of years, I’ve seen different management strategies for engaging employees. At their essence, they typically amount to nothing more than the proverbial “carrot and stick" approach: Do what you’re supposed to do and you get rewarded, and don’t do what your superiors want and you get punished.

Recently, the greater demands on organizational outputs and outcomes by shareholders and other stakeholders in a highly competitive global environment and souring economy has put added pressure on management that has resulted in

the rewards drying up and the stick being more widely and liberally used.

Numerous management strategists have picked up on this trend:

For example, in the book, No Fear Management: Rebuilding Trust, Performance, and Commitment in the New American Workplace, Chambers and Craft argue that abusive management styles destroy company morale and profitability and should be replaced by empowerment, communication, training, recognition, and reward.

In another book, Driving Fear Out of the Workplace: Creating the High Trust, High Performance Organization, Ryan and Oestreich confront how “fear permeates today’s organizations” and is creating a pandemic of mistrust that undermines employee motivation and commitment.

I can’t help but reflect that the whole concept of managing employees by the carrot and stick approach is an immature and infantile approach that mimics how we “manage” children in pre-school who for example, get an extra snack for cleaning up their toys or get a demerit for pulling on little Suzy’s hair.

As leaders, I believe we can and must do better in maturing our engagement styles with our people.

Regular people coming to work to support themselves and their families and contribute to their organizations and society don’t need to be “scared straight.” They need to be led and inspired!

Monday’s don’t have to be blue and TGIF doesn’t have to be the mantra week after week.

People are naturally full of energy and innovation and productivity. And I believe that they want to be busy and contribute. In fact, this is one of life’s greatest joys!

Leaders can change the organizational culture and put an end to management by fear. They can elevate good over evil, win the hearts and minds of their people, and put organizations back on track to winning performance.


Share/Save/Bookmark

November 29, 2009

A Young Adult Chooses To Give Rather Than Take

Here is a poem written by a young adult who was recently confronted
with a difficult choice - whether to go on a fancy trip to Europe or
Peru, costing thousands of dollars but promising "the time of your
life," or to spend a week participating in a Habitat for Humanity
project, and giving back to those in need.

I am humbled and inspired by her words and her choice.
In terms of tikkun olam (repair of the world - a Jewish term for an
individual's purpose in life), this is a great lens with which to view
many of the choices we have day in and day out. Our investments in
people and those less fortunate are often the best ones that we can
make - and those with the highest return, personally and for the
organizations we represent.

_____________________
"What is a Good Feeling?"
A dream maybe that looks me in the eye,
I try to catch it but it just flies by,
A short second ago there was my chance,
I was even just about ready to dance.
The question is always asked: why not me?!
Why can’t I be lucky!
The sun, the moon, the stars,
Waken me up oh mars.
Shine that light on me,
Guide me to what is happy,
Pearl, silver, and even gold,
It’s now time to think beyond what is displayed and told.
Look beyond the light,
Into the darkness of the night,
Like others, it is even hard for me,
When I even dare to see reality.
The million-dollar beach home,
The shape of a dome,
An in-door pool,
Oh how mighty and cool.
Pshh, ya right!
Just look at MOST people’s plight,
People losing jobs here and there,
This is in no way fair.
Millions of citizens living on the streets,
On disgusting benches supposed to be used just for seats,
It’s time to wake up and see,
People don’t live all rich and fancy.
It’s time to open our eyes,
We shouldn’t live lies,
I want to step closer to reality,
I’m at the right age to learn more about actuality.
I want to help others,
I want to give to families: fathers, mothers, sisters, and brothers
I want to put smiles on children’s faces,
I want to leave some of my traces.
Traces of charity,
What a rarity,
I want to be one who gives and not takes,
For once in my life I am positive that this won’t be a mistake.
This choice is the right,
And I say this with all force and might,
It’s without doubt a chance to make a difference,
This surely makes the most sense.
~THERE IS NOTHING LIKE THE GOOD FEELING OF ASSISTING OTHERS~
Share/Save/Bookmark

November 16, 2008

Enterprise Architecture Plans that Stick

I read a great little book today called Made to stick by Chip and Dan Heath about "Why some ideas survive and others die."

As I read this, I was thinking how very applicable this was to User-centric Enterprise Architecture in terms of making architecture products and plans that stick—i.e. they have a real impact and value to the organization and are not just another ivory tower effort and ultimately destined as shelfware.

The Heath brothers give some interesting examples of stories that stick.

Example #1: A man is given a drink at the bar by a beautiful lady that is laced with drugs and he finds himself waking up in a bathtub on ice with a note that tell him not to move and to call 911—he has been the victim of a kidney heist and is in desperate need of medical attention.

Example #2: Children Halloween candy is found tampered with and there is a scare in the community. The image of the razorblade in the apple is poignant and profoundly changes people’s perception of and trust in their neighbors.

Now, you may have heard of these stories already and they probably strike a deep chord inside everyone who hears them. Well, surprise—neither story is true. Yet, they have lasting power with people and are remembered and retold for years and years. Why do they stick, while other stories and ideas never even make it off the ground?

Here are the six necessities to make ideas have lasting, meaningful impact and how they relate to enterprise architecture:

Simplicity—drilldown to essential core ideas; be a master of exclusion; come up with one sentence that is so profound that an individual could spend a lifetime learning to follow it. In enterprise architecture, keep information products and plans straightforward and on point.

Unexpectedness—violate people’s expectations; surprise them, grab people's attention; I call this the shock factor. In architecture, we can use principles of communication and design (for example identify critical relationships in the information) to garner people’s attention, and help them come away with actionable messages.

Concreteness—use concrete images to ensure our idea will mean the same thing to everyone. In enterprise architecture, we can use information visualization to make information and ideas more concrete for the users (i.e. “a picture is worth a thousand words.”)

Credibility—promote ideas in ways that they can be tested, so that they are credible to the audience. An example is when Reagan was running for president and he asked Are you better off today than 4 years ago. This brought the message home and made it credible with voters in ways that pure numbers and statistics could not. For architects, the roadmap provided to the enterprise must be credible—it must have the level of detail, accuracy, comprehensiveness, and currency to garner acceptance.

Emotions--make your audience feel something; people feel things for people not for abstractions. In architecture and planning, we need to inspire and motivate people in the organization effectively influence, shape, and guide change. Remember, there is a natural resistance to change, so we need to appeal to people intellectually and also emotionally.

Stories—tell stories that are rich and provide for an enduring mental catalogue that can be recalled for critical situations in later life. Often, architects create isolated products of information that describe desired performance outcomes, business processes, information flows, systems, and technology products and standards; however, unless these are woven together to tell a cohesive story for the decision makers, the siloed information will not be near as effective as it can be.

These six principles spell out SUCCES, and they can be adeptly used successfully by enterprise architects to hone information and planning products that enable better decisions. These are the types of architectures that stick (and do not stink) and are truly actionable and valuable to the organization.


Share/Save/Bookmark

March 7, 2008

Storytelling and Enterprise Architecture

Part of being a good leader is having a clear vision and the ability to articulate it.

Harvard Business Review, December 2007, reports that “the ability to articulate your story or that of your company is crucial in almost every phase of enterprise management.”

How do leaders use story-telling?

“A great salesperson knows how to tell a story in which the product is the hero. A successful line manager can rally the team to extraordinary efforts through a story that shows how short-term sacrifice leads to long-term success. An effective CEO uses an emotional narrative about the company’s mission to attract investors and partners, to set lofty goals, and to inspire employees.”

Here are some key lessons on how to tell the organization’s story:

  • Action-oriented—“for the leader, storytelling is action oriented—a force for turning dreams into goals and then into results.”
  • Instructional—“many think it is purely about entertainment, but the use of story is not only to delight, but to instruct and lead.”
  • Truth—storytelling is not about spinning yarns, but rather must be truthful and authentic.
  • Heartfelt—“our minds are relatively open, but we guard our hearts with zeal…so although the mind may be part of your target, the heart is the bulls-eye.”
  • A worthwhile journey—“a promise that the listeners’ expectation once aroused, will be fulfilled.”
  • A managed journey—“a great story is never fully predictable through foresight—but it’s projectable through hindsight.”
  • Personalize it for the listener—“everyone wants to be the star, or at least to feel that the story is talking to or about him personally.”
  • Tailor the story—“a great storyteller never tells a story the same way twice…tailor it to the situation [and the audience].”
  • Prepare and improvise—“sheer repetition and practice it brings is one key to great storytelling…at the same time the great storyteller is flexible enough to drop the script and improvise.”

“State-of-the-art technology is a great tool for capturing and transmitting words, images, and ideas, but the power of storytelling resides most fundamentally in ‘state-of-the-heart’ technology.

The enterprise architect must use story telling effectively—the chief architect captures information, analyzes it, and uses this information to tell the corporate story. The architect connects the business and technical dots of the enterprise, identifies the impetus for change, articulates the issues and proposed solutions, builds readiness and consensus, and drives business processes improvement, reengineering, and the introduction of new technologies to enable mission success. The architect must be able to engage listeners intellectually and emotionally to “motivate, sell, inspire, engage, and lead.” The chief enterprise architect must be able to win the hearts and minds of the people across the organization. Architecture is not an ivory-tower exercise and should not develop useless shelfware, but rather the enterprise architecture needs to tell a coherent, useful, and useable story that decision-makers can understand and act upon.


Share/Save/Bookmark