How Leaders Can Imitate Art

Mental Floss (July-August 2011) has an article on the awesome art of "Christo and Jeanne-Claude." Their pieces are large, imposing, and environmentally-based. Some examples are:

1) The Umbrella (1991)--Installed 3,100 umbrellas across a 12-mile stretch in California and an 18-mile stretch in Japan."

2) The Gates (2005)--Erected "7,503 steel gates, each with a giant rectangle of orange fabric flowing from it."

3) Surrounded Islands (1983)--"Surrounded 11 uninhabited islands in Biscayne Bay with 700,000 square yards of pink fabric."

4) Wrapped Reichstag (1995)--Wrapped the German parliament in "119,600 square yards of shimmering silver fabric."

What I like about their art is the duality of on one hand, magnitude of the projects--they are huge!--and on the other hand, the utter simplicity of it--such as using a single color fabric to just line up along, spread over, or surround something.

Further, I really like their use of contrasts whether it is the colors of the blue water and green islands with the pink ribbon or the lush green valley with the blue umbrellas--it is in every case dynamic and spell-binding.

Each work even in a microcosm would be beautiful, but when done on a massive scale like with the entire German Parliament building or on multiple continents simultaneously, it takes on an air of magic, almost like Houdini.

Jeanne-Claude passed away in 2009, but together she and Christo created "20 gargantuan works of art, and Christo carries on the "couples's 45 years of collaboration" with new works today.

To me, Christo and Jeanne-Claude are incredibly inspirational:

1) They were highly productive and developed a multitude of magnificent works of art.

2) They defined a sense of beauty in both urban and rural settings that combined the natural surroundings and augmented it with human interventions to complete the creative process.

3) They took on monumental tasks, "funded all the projects themselves," and would obsessively plan all the details to get it right.

4) The were truly collaborative--Christo was the artist and Jeanne-Claude his encouragement and manager, yet they considered each other "equal partners in the creative process."

Their work reminds me of floating in virtual reality like in Second Life, but in this case, it's the real thing. And it's incredibly important because it teaches us that we are partners in the creative process and can do enormously great things in simple and beautiful ways. Similarly, true leadership is about being one with our surroundings, at peace, and yet envisioning how to improve on it and make the good things, spectacular.

(Source Photos of Umbrella and Gates: Wikipedia, and of Islands and Reichstag: here)

See the full gallery on Posterous

How Leaders Can Imitate Art

Apps-The World At Your Fingertips

I came across this great video by the State Department's Bureau of International Information Programs (IIP).

The video demonstrates a vision for connecting people with applications and using these "to communicate, educate, and engage--beyond the gates of every embassy on the planet."

I like the way they detailed out specific use cases for the apps, where "Applications can be anything from trivia to media kits, visa procedures and event management to English language tutorials."

The video describes how everyone from a consular officer to a public affairs specialist and a college student to a journalist can take advantage of these.

I can see that one of the principles behind Apps@State is to maximize the sharing and re-use of content through an apps catalogue and the ability to customize the apps to local and individual needs.

The mobile and webs apps content will be made available through SMS, smartphones, and social networks.

This framework for a cloud computing platform can bring efficiency and effectiveness to foreign service officers and audiences world-wide that depend on and can benefit from these programs.

This is very much user-centric design in action, and I believe very much on target with the "25 Point Implementation Plan to Reform Federal IT Management."

Other agencies are also developing significant apps catalogues, such as GSA with the Apps.Gov website, which now has more than fifty free social media applications for federal agencies in everything from analytics and search to blogs, contests, document sharing, video and photo sharing, idea generation, social media, wikis, and more.

Perhaps it is not too early to say that the Federal government is on a roll and that it will only get better with time.

(Note: All opinions my own)

Apps-The World At Your Fingertips

2048--And The World Will Be As One

John Lennon sang the song Imagine—envisioning a time when everyone will be at peace “and the world will be as one.”

Perusing the bookstore, I came across a relatively new book that came out last year called 2048 by J. Kirk Boyd, Executive Director of the 2048 Project at the U.C. Berkeley Law School that carries a vision of peace, unity and human rights similar to the song.

By 2048, Boyd envisions a world with an “agreement to live together”—marked by an International Bill of Rights with five key freedoms:

1) Freedom of Speech—includes freedoms of expression, media, assembly, and associations.

2) Freedom of Religion—the right to worship in your own way and separation of church and state.

3) Freedom from Want—everyone has a right to a useful and fairly paying job, a decent home, adequate medical care, and a good education.

4) Freedom from Fear—freedom from repression, enabled by an independent judiciary and the enforcement of the rule of law.

5) Freedom of the Environment—driven by preservation and sustainability for future generations.

I would see the freedoms in the U.S. Bill of Rights that are not explicitly mentioned here to be implicitly covered by the broad categories of Freedoms from Want and Fear.

For example, the right to bear arms and such could be covered under the Freedom of Want. Similarly, the guarantees to a speedy, public trial and not to be put in double jeopardy or unreasonably searched etc. could be covered under Freedom from Fear.

Boyd’s 2048 implementation of an International Bill of Rights carries forward the Declaration of Human Rights—that consists of 30 articles—by the General Assembly of the United Nations in 1948—on it’s one hundred year anniversary—that has unfortunately not been fully realized yet.

In a time when so much oppression, repression, and global poverty still exist, I am awed by this vision and call for human rights throughout the world.

I like the clarity and simplicity of Boyd’s five freedoms. They can be easily understood and remembered.

The freedoms according to Boyd will enable us to focus together, think (and write) together, decide together, and move forward together.

This is a far different world than the one we live in today that is driven by scarcity, power and politics and that keep people in seemingly perpetual fighting mode.

What will it take to reach a world architecture that brings peace, prosperity, and dignity to all? A global catastrophe. A common enemy. A messianic fulfillment. Or is it possible, with G-d’s help, to move today—incrementally—through our own planning, reason and devices to live in peace as one humankind?

2048--And The World Will Be As One

Peace and Security

With all the questions about peace in the Middle East, there is a lot of enthusiasm for a two-state solution for Israel and the Palestinians, living side-by-side in peace.

This is a practical vision that would resolve a lot of suffering and enable us to move constructively forward.

It may be hard to understand why Israel needs very specific conditions to protect itself, but this video sent to me by a friend explains it very well.

In a historical perspective, I think it is important to be aware of the context of the Jewish security concerns as well:

1) Six million Jews (ONE out of every THREE men, women, and children) were murdered in the Holocaust just last century.

2) Tens of thousands more were lost in numerous wars to overtake Israel (in 1948, 1956, 1967, 1973, 1982, 2006, 2008 and in the Intifada's).

3) Mid-East neighbors (that support terrorist organizations--like Hamas, Hezbollah and more) do not even recognize Israel's right to exist, and are chartered to their ultimate destruction.

As a Jewish American, I too share, pray, and hope for peace in the Middle East...let it be so as a genuine and lasting one.

While Middle East peace often seems impossible, G-d can do what we think is impossible.

(All opinions are my own)

Peace and Security

Essential Leadership Do’s and Don’ts

Below is a list of my top 15 recommended leadership attributes and the do’s and don’t for these.

For example, in managing people—do empower them; don’t micromanage. For supporting people—do back them; don’t undermine them. In terms of availability-do be approachable; don’t be disengaged. And so on…

While the list is not comprehensive, I believe it does give a good starting point for leaders to guide themselves with.

Overall, a good rule of thumb is to be the type of leader to your staff that you want your supervisor to be to you.

Common sense yes, but too often we expect (no, we demand) more from others than we do from ourselves.

This is counter-intuitive, because we need to start by working and improving on ourselves, where we can have the most immediate and true impact.

Now is a perfect time to start to lead by example and in a 360-degree fashion—because leadership is not a one-way street, but affects those above, below, and horizontal to us.

If we are great leaders, we can impact people from the trenches to the boardroom and all the customers and stakeholders concerned. That’s what ultimately makes it so important for us to focus on leadership and continually strive to improve in this.

Essential Leadership Do’s and Don’ts

The Lens of Leadership

I read an interesting article in Harvard Business Review (March 2011) called “Zoom In, Zoom Out” by Elizabeth Moss Kanter.


In the article, Kanter states that “the best leaders know when to focus in and when to pull back.”


The idea is that like a camera lens, we can choose to zoom in or out—and change perspectives in the way we see the world.


Perhaps, more importantly in my mind, it is the change in our perspective, that can change the way we, as leaders, behave across three dimensions—in handling ourselves as people, in decision making, and in problem solving.


I have summarized in the graphic (above) how the different perspectives of when we zoom IN and OUT manifest across those three critical leadership dimensions.


Overall, zooming IN and OUT with our leadership lens differs in terms of the impact of Ego versus Institution on how we view the situation; whether decisions are driven primarily by politics or principles; and whether problems get solved using quick fixes or long-terms solutions.


Zooming IN: helps us get into the weeds and deal with the dirty details. It involves dealing with people, process, and technology issues—up close and personal. Typically, to get a problem fixed—there are internal politics and some horse trading involved. Resolution of the problems on the ground are typically based on “who you are and who you know” and being structurally, situationally, and practically-oriented.


In contrast, Zooming OUT helps us see the big picture and focus on principles. It involves pulling back from the nuts and bolts to focus on the long-term strategy. Problems are treated as puzzle pieces that fit neatly into patterns. These are used to find “underlying causes, alternatives, and long-term solutions.” Sometimes appearing a little remote or aloof (reserved), at the extreme like an ivory-tower effort, the focus is clearly on the Institution and vision setting.


According to Kanter, “the point is not to choose one over the other, but to learn to move across a continuum of perspectives.”


I would say that zooming IN is typically more like a manager and OUT generally more like a leader. But that a polished leader certainly knows when and how to zoom IN to take the management reins, when appropriate, and then zoom OUT again to lead in the broader sense.


One thing that I think needs to be clear is that those that can effectively build relationships and teamwork will show greater success whether zooming IN or OUT.


In the end, we can all learn to go along and get along as each situation dictates. As they say, “blessed be the flexible for they never get bent out of shape.”

The Lens of Leadership

Glass, More Than Just Window Dressing

This is FANTASTIC!

Video by Corning on glass uses for the future and what a future it is going to be (G-d willing).

Called: "A Day Made of Glass...Made possible by Corning."

This made me want for more of these capabilities NOW.

Imagine everything you do, but doing it better with glass display powered by technology and lots of information--all around you, as you need it!

I was aware of Corning's use of glass in high-tech ways for fiber optics transmission (i.e. Internet) and for the Hubble Telescope.

Now so many types of glass for seemingly every functional area of our lives...

• Photovoltaic
• LCD Television
• Architectural
• Surface
• Appliance Veneer
• Handheld
• Automotive
• Large-Format
• All Weather
• Wall Format
• Work Surface
• Electronics Ready
• Large Panel
• Flexible
• 3-D TV
• Portable

Smart products, great vision, and a future that I want to buy into.

Thanks to my relative, Alex S. for sending this video my way.

Glass, More Than Just Window Dressing

The iWatch Does It All

Forget James Bond gadgets or Dick Tracy 2-way wrist-watches, the new concept iWatch is the one to drool over.

This is the vision of Italy's ADR Studio, but I believe it is just "around the corner" for all of us.

Fusing the design of an iPod Shuffle/Nano with the functionality of an iTouch/iPhone and voila, the new iWatch.

Clock, calendar, calculator, and weather--that's nice, but frankly it's child's play. Think more in terms of:

- News

- Stock quotes

- Social networking

- Music, videos, and games

- Google

- GPS

- 300,000 App Store downloads (and growing)

Unload some smartphone "baggage" from your belt and bag and integrate on your wrist.

There is a reason this concept keeps coming back in ever cooler ways--it makes sense functionally and feels right ergonomically.

I envision this working one day with virtual display and controls, so that physical "size doesn't matter."

We will walk on the moon again or some other distant planets, but we will always be connected to each other and not just in spirit, but with our iWatches

"Slide to unlock" now, please!

The iWatch Does It All

The Triple I Factors

Recently, I was watching the new ABC News broadcast called “Be The Change: Save A Life.” And in this one episode, a group of Stanford University students solved a critical life and death problem afflicting the world in which 4 million premature and malnourished babies die every year due to hypothermia and another 16 million that survive suffer life-long illness such as diabetes and heart disease because their internal organs do not form right.

The challenge in the developing world is access to incubators, which typically cost $20,000 and are not available in rural areas. In turn, some Stanford students formed a team and developed the Embrace infant warmer, a low-cost, local solution. It is a $25 waterproof baby sleeping bag with a pouch for a reheatable wax-like substance that is boiled in water and maintains its temperature for 4 to 6 hours at a time. It is hoped that this product will save 1 million babies within the first five years in India alone!

As I reflected on this amazing feat of technology, I marveled at how this group of young adults was able to overcome such a big world problem and solve it so simply. And while I understand that they focused on the end-users and the root cause of the problems, it is still a remarkable story.

After listening to the team members describe their project and approach, I believe there are three critical factors that show through and that can be the tipping point in not only their, but also our technology projects’ success. These three factors, which I call the Triple I Factors are as follows:

Idealism—the students had a shared idealism for a better world. Seeing people’s pain and suffering drove their vision. And in turn, they committed themselves to finding a cure for it. Embrace is now a non-profit organization seeking to save lives versus just making a profit.

Imagination—the product team was able to imagine an unconventional alternative to the status quo. They were able to project a vision for a low cost and mobile infant warmer into concrete solutions that were user-centric for the people in need.

Innovation—the ultimate product design was truly innovative. It marries a high technology phase-change wax substance for maintaining body temperature with a simple baby sleeping bag. Moreover, the innovation is not just in the materials of the product, but in the usability, so for example, this product requires no electricity, something that is not always available in rural India.

While, there are certainly many factors that go into successful technology product launches, including strong leadership, sound project management, and the technical competence of the team, I think that the Triple I factors—idealism, imagination, and innovation—albeit soft factors are ones that should not be underestimated in their ability to propel meaningful technology solutions.

As IT leaders, we need to create a healthy balance and diverse competencies in the organization between the hard factors and the soft factors, so that we can tackle everything from children dying from malnutrition and hypothermia to cures for cancer, and of course, ongoing IT breakthroughs in knowledge management, social engineering, and human productivity await.

The Triple I Factors

A Music Video with a Vision For Peace and Unity

This video was just great!

This is a world target architecture that I can buy into, any day.

A Music Video with a Vision For Peace and Unity

Is Technology Measured by Progress or Unrealized Potential?

Is technology progress measured by how far we've come or by what remains to be achieved?

The Wall Street Journal (9-10, October 2010) ran an interview with Peter Thiel, who in ranked #377 in Forbes 400 (2008) with a net worth of $1.3 billion. Thiel was a co-founder of Paypal. In 2004, Thiel made a $500,000 investment in Facebook for 25.2% of the company. Nice!

Remarkable for someone who has made a fortune in technology, Thiel now believes, as the Journal puts it, that “American ingenuity has hit a dead end.”

According to Thiel, “people don’t want to believe that technology is broken…Pharmaceuticals, robotics, artificial intelligence, nanotechnology—all (of) these (are) areas where the progress has been a lot more limited than people think.”

Thiel bemoans our inability to achieve the vision of The Jetsons, as he states: “We don’t have flying cars. Space exploration is stalled. There are no undersea cities. Household robots do not cater to our needs…” According to Thiel, we have reached and are stuck in a long-term stagnation.

Thiel’s theory of technology stagnation is completely contrary, I believe, to the reality that most, if not all, of us are living each and every day, where technology is constantly on the move and if anything, we as organizations and individual struggle to keep pace.

For me personally, the refresh rate for technology is 2 years or less, depending on available cash flow for all the new stuff constantly hitting the market.

In my experience, technology is as dynamic as ever, if not more so. In fact, I have seen no evidence that Moore’s Law has been overcome by events (OBE).

Across government, I am seeing the interest and rate of adoption of new technologies steady or on the rise in areas as diverse as cloud computing, mobile computing, social computing, green computing, knowledge management, business intelligence, and geospatial information systems, and more.

There is no shortage of technology investments to make, IT projects to work on, and new technical capabilities to bring to the business.

While we may not have achieved the full vision set out by Hollywood and other technology visionaries, yet—rest assured, we are well are on way and barring unforeseen events, we most certainly will!

I don’t know about Spacely Sprockets’, but I’d place a few good investments bets around on a future that looks pretty darn close to The Jetsons, along with a good dose of Star Trek ingenuity for measure.

Perhaps Mr. Thiel’s views are a result of frustration that we have not achieved all that we can, rather than a reflection that we have not gotten anywhere. In any case, I enjoyed reading his views and look forward to learning more.

Is Technology Measured by Progress or Unrealized Potential?

See A Compelling Future and Make It That Way

I really like Tony Robbins and especially his show on NBC "Breakthrough."

Tony Robbins is incredibly motivational, inspirational, and has a vision for a better future for individuals and society.

I liked this piece he did on relationships (but which can be applied more broadly) with the basic message of three lessons that everyone involved in enterprise architecture can certainly appreciate:

1. "See things as they are, but not worse than they are" -- People make things worse than they are, so they don't have to try ("it takes no guts to be a pessimist").
2. "See it better than it is; see a compelling future" -- "Today can be tough, but if the future is compelling, we can get there."
3. "Make it the way we see it" - This last one, in my opinion, is why we're here in life: to improve things, to add value, to leave things better than when you found them.

We all can have a positive impact in this world, in our work, in our relationships.

All we need to do is find our true selves, do something we truly believe in, and commit to it--no excuses, lots of hard work and of course have fun with it!

See A Compelling Future and Make It That Way

Keeping It All In Perspective

Here are some amazing photographs from Yann Arthus-Bertrand.

This is someone who can truly see the bigger picture and help us to see it as well.

If we can all see beyond the minutia every day, I think we could appreciate the opportunities and challenges before us so much more, and be able to address them more effectively--in perspective.

To me, this is the clarity of vision that I aspire to and I hope you do too.

Keeping It All In Perspective

Pedal to the Next Tech Level

I just discovered the Ciclotte stationary bicycle.

You may have to take a double take before the bulb goes on and you even recognize the bicycle features--then the seat, the pedals, the handle bars come together in this innovative design by Luca Schieppati.

According to Wired Magazine (Sept. 2010), the concept design for this bike sits in the Milan Design Museum.

The bike is made almost entirely from carbon fiber and the pedals spin the main wheel that "generates a magnetic field and plenty of thigh-burning resistance."

I''ll need to start saving up the $10,700 to own own of these beauties.

Technology speaking, I think the picture speaks a thousand words.

I love it!

Pedal to the Next Tech Level

Why Take Out The Trash Anymore?

I am fascinated by unusual uses of technology. And in fact, that’s what I love about technology—is that it literally applies to every aspect of our lives.

In a sense, I think of technology as one of G-d’s precious gifts to mankind to better the world—when it's used for good—such as for improving communications, curing illness, and inventing new materials.

(Of course, there has been so much focus on technology being used to create “bigger and badder” weapons that can destroy the planet, but hopefully, we are spared from such morale and intellectual insanity and hatred.)

So now technology is striking again... but in an area that you wouldn’t necessarily expect.

Wired Magazine (July 2010) has an article called “Canada Sucks: Montreal’s vacuum system will make taking out the trash a breeze.”

“In 2012, Montreal will unveil an $8.2 million [4 mile] tube network to service a downtown arts district.” The trash system called Envac is already operational in other cities such as Barcelona, London, and Stockholm. It incorporates separate inlets/chutes for waste, recycling, and compost; sensors that relay load information to system operators; large industrial fans that can crank up from 45 mph to gale force to flush obstructions through a subterranean slipstream; and automated software that directs the trash to appropriate dumpsters in central collection facilities for transport to landfills, recycling centers, and composting plants; And the Canadian system will be controlled remotely from Envac headquarters in Stockholm 3600 miles away.

I was surprised and excited to see such an innovative use of technology for such a seemingly mundane task as garbage removal (i.e. I wouldn’t normally associate garbage and technology, but this article gave me a new reason to think more broadly on this topic).

Truly, technology is a game-changer. And we can think about everything we do, question it, reinvent it, and make for a better future.

The only condition is that we look beyond the surface of how we do things do things today and envision them anew for tomorrow.

Why Take Out The Trash Anymore?

Five Ways To Motivate Employees With Meaning

Five Ways To Motive Employees With Meaning

By Andy Blumenthal

(Published in Information Management)

Employees need to be motivated to perform. No, not just with money, and not even with a pat of the back (although both can go a long way to demonstrate appreciation for a job well done).

People need to know that their efforts have meaning and effect—i.e. that they are not in vain. This can have some of the biggest impact of all on motivating behavior, because people inherently want to be productive human beings and for their life to have some ultimate significance. This concept was best portrayed by Victor Frankl, the Holocaust survivor who wrote In Search of Meaning, and it is the basis of logotherapy, which has been shown to help sufferers of terminal illnesses better cope with the remainder of their lives.

When people at work feel that they have no chance to succeed, they may cease to find meaning in their efforts. This can lead them to decrease their engagement at work instead of going all out to prove themselves. As the Wall Street Journal noted in a recent article, this is what happens when golfers compete with extremely superior rivals like Tiger Woods, and they just “cave.”

Why this de-motivational reaction from people who care about doing their best?

From an IT perspective, this is like an Integrated Definition Function Model (IDEF 0) that examines input, process, output, and outcome: When loss is viewed as a predestined outcome, the process is seen as meaningless, and the input therefore as wasted. In the face of meaninglessness, people recoil to save their energy for something they feel that they can really have a shot at, rather than invest in something that they see as going nowhere.

If the above is true, then, why do some people “fight to the death” when their “backs are against the wall”?

My grandfather used to say, “Where there is life, there is hope.” Some people are able to confront what seem like insurmountable obstacles, and fight their way forward anyway.

This is the core theme of the “Rocky” character and the incredible success of the movie series. In every movie, Rocky represents the determination to succeed against all odds.

I believe that the essence of life is the search for an opportunity to make a meaningful difference, and when one is able to make a difference, that is inherently motivating. (And so of course, the opposite is true.)

So if you are a leader, and your employees are demoralized, how can you engage them so that they feel like their work makes a real and significant difference? Here are ways that work:

• Visualize the end-state: Articulate for people a compelling vision and a clear set of goals as well as why they are important.
• Take an incremental approach: Show people an incremental path forward; small wins can add up to big success.
• Focus on the customer: Look together at positive downstream effects of their work on their customers (and other stakeholders).
• Make use of their work products: No one wants to build “shelfware.” Demonstrate that you really do appreciate their efforts by actually using the work they generate.
• Be a mensch: Treat people according to the Golden Rule; for example, it’s really a small thing to say “please,” “thank you,” ad even an occasional “how are you today?” By treating people with respect, you show that they are valued personally and professionally.

As a leader, what better way to motivate and drive personal and organizational success then to provide genuine opportunity to contribute of ourselves in a meaningful way, in a way where our efforts have an impact, are valued and valuable, and where everyone can succeed.

Five Ways To Motivate Employees With Meaning

Going From Peak to Peak

In life, no one has only peaks or valleys. Life is a continuous cycle, and we must traverse “The Wheel of Life” (an ancient belief of many cultures including Jews, Indians, and others) from happiness to loss, suffering, and then hope, and back to happiness again.

Why we go round and round as people and nations is an age-old question. While happiness all the time would certainly be more enjoyable and easier on us all around, it would defeat the purpose of life, which is to learn and grow. And unfortunately, there is profound wisdom in the adage, “no pain; no gain.”

No, that doesn’t mean we should become masochists, so that we learn and grow more! Rather, we learn and grow from difficult experiences and then we get to rest and restore ourselves to be able to apply those in lessons and take it to the next level in future circumstances.

So it was with interest that I recently read Peaks and Valleys, by Dr. Spencer Johnson (best-known for Who Moved My Cheese?).

The conventional wisdom is that if we’re not living at the top of the heap, then we’ve somehow failed. Johnson’s take is that both success and failure (what he calls “peaks and valleys”) have valuable lessons to teach us and are therefore important to experience. The book is about getting the most out of the peaks as well as the valleys of our lives.

Here are some thoughts that rung true—in my words and in Dr. Johnson’s:

#1 - How to handle the valleys:

• Learn to manage adversity, which helps you to mature and reach your next stage in life: “Between peaks, there are always valleys. How you manage your valleys determines how soon you reach you next peak.”
• Love and to give to others. “You get out of a valley sooner when you manage to get outside of yourself: at work by being of greater service, and in life by being more loving.”

#2 - Think strategically about where you’re going in life:

• Envision where you want to be to advance your goals. “A great way to get to your next peak is to follow you sensible vision. Imagine yourself enjoying your better future in such specific believable detail that you soon enjoy doing what takes you there.”
• Recognize the emotions that guide your actions (and that timing is key): “The most common reason you leave a peak too soon is arrogance masquerading as confidence. The most common reason you stay in a valley too long is fear masquerading as comfort.”

Overall, even though leaders may seem like they are always “above,” in fact everybody goes through regular peaks and valleys.

In addition, leaders have the added duty to find the way not only for themselves, but also to guide others through the “storms” of organizational life. This is a great privilege, but also a tremendous responsibility that necessitates that leaders lead with wisdom and integrity so that they help their organizations, and people, go capably from peak to peak.

Going From Peak to Peak

Hard On Issues, Soft on People

There is a classic article in Harvard Business Review entitled “The Hard Work of Being A Soft Manager” (1991) by William H. Peace, which sums up “soft leadership” this way: “the stereotypical leader is a solitary tough guy, never in doubt and immune to criticism. Real leaders break that mold. They invite candid feedback and even admit they don’t have all the answers.”

The author recalls his mentor whom he says “taught me how important it is to be a flesh-and-blood human being as well as a manager. He taught me that soft qualities like openness, sensitivity, and thoughtful intelligence are at least as critical to management success as harder qualities like charisma, aggressiveness, and always being right.”

To me, there is a time and place for hard and soft leadership qualities. Leaders must be firm when it comes to driving organizational results and performing with the highest ethical conduct and integrity, but they should act with greater flexibility when it comes to open communications and collaboration with people.

I believe that leaders would be wise to follow the leadership adage of “be hard on issues and soft on people”. This means that great leaders stand up and fight for what they believe is best for their organization and they team and collaborate with their people to make results happen. In this way, leaders and their staffs are working in unity of purpose and as a genuine team, with leaders seen as human, credible and worthy of people’s dedication and hard work. To me the perfect example of this leadership style is Howard Schultz, the CEO of Starbucks who is relentless in his pursuit of a successful global coffee retailing company, but is also passionate about taking care of his diverse stakeholders from employees to coffee growers and even the environment.

In contrast dysfunctional managers are hard on people and soft on issues. They are indecisive, waiver, or are seen as subjective on business issues and this is hard on their people. Moreover, these managers let out their professional and personal frustrations on the very people that are there to support them in the enterprise. Here, leaders alienate and disenfranchise their people, fragment any semblance of teams and fail at their projects. The leaders are viewed as powerful figures that rule but do so with injustice and without meaning. An example of this failed leadership style is “Chainsaw Al” Dunlap who relentlessly cut people to cut costs, but as Slate put it (31 August 1997) “built his ‘turnarounds’ on cosmetic measures designed to prop up stock prices.”

By being unyielding in doing what is right for the mission, and acting with restraint with people, leaders can bring the best of hard and soft leadership qualities to bear in their positions.

Of course, these leadership traits must be used appropriately in day-to-day situations. Leaders should be hard on issues, but know when to throttle back so business issues can be worked through with stakeholders and change can evolve along with organizational readiness. Similarly, leaders should be soft on people, but know when to throttle up to manage performance or conduct issues, as necessary. In this way, hard and soft qualities are guidelines and not rules for effective leadership, and leaders will act appropriately in every situation.

Hard On Issues, Soft on People

Fire In The Belly

Recently I read a classic article in Harvard Business Review (March-April 1992) called “Managers and Leaders,” by Abraham Zaleznik, in which he differentiates between these two frequently confused types of people.

Some highlights:

	Leaders	Managers
Personality	Shape the goals	Solve the problems
Decision-making	Open up new options	“Limit choices” to execute
Relationships	Emotion-driven	Process-oriented
Risks	Prudent risk-takers	Conservative risk-avoidance
Sense of self	Strong and separate	Based on the organization

In my experience, Zaleznik was correct in observing that leaders and managers are very different. In particular, I have seen the following.

· Discipline: Leadership is more of an art, and management is more of a science.

· Orientation: Leaders focus on “the what,” (i.e. effectiveness) and managers on “the how” (i.e. efficiency).

· Aptitude: Leaders are visionaries and motivators, and managers are skilled at execution and organization.

· Ambitions: Leaders seek to be transformational catalysts for change, and managers (as Zaleznik points out) seek perpetuation of the institution.

Given that leaders and managers are inherently dissimilar, advancement from management to leadership is not an absolute, nor is it necessarily a good thing. However, many managers aspire to be leaders, and with training, coaching, and mentoring, some can make this leap. Those who can make their mark as leaders are incredibly valuable to organizations because they know how to transform, shape, and illuminate the way forward. Of course, the role that managers play is incredibly valuable as well (probably undervalued), but nevertheless, they support and execute on the vision of the leader and as such a leader commands a premium.

What I think we can take away from Zaleznik’s work, then, is that a leader should never be thought of as just a manager “on steroids.” Instead, leaders and managers are distinct, and the synergy between them is healthy, as they each fulfill a different set of needs. In this vein, when organizations seek to recruit from within the ranks for leadership positions, it would be wise for them to look at candidates more discriminatingly than just looking at their managerial experience. (In fact, counter to the conventional wisdom, the best leader may never have been a manager at all, or may have been a mediocre or even a horrible one!) We cannot just expect that good managers will necessarily make good leaders (although to some extent success may breed success), but must look for what fundamentally makes a leader and ensure that we are getting what is needed and unique.

So what can a person do if they want to be a leader? In my view, it starts with believing in yourself, then genuinely wanting to achieve a leadership position, and after that being willing to do what it takes to get there. Baseline efforts include advancing your education, hard work, building relationships and credibility, and so forth, but this is only part of the equation.

The truth of the matter is, you can go to an Ivy League school and leadership boot camp for twenty years, but if you don’t have passion, determination, and a sense of mission or cause that comes from deep inside, then you are not yet a leader. These things cannot be taught or handed over to a person like a baton in a relay race. Rather, they are fundamental to who you are as a person, what drives you, and what you have to give to others and to the organization.

Regardless of what role we play, each of us has a unique gift to share with the world. We need only to find the courage to look inside, discover what it is, value its inherent worth (no matter what the dollar value placed on it), and pursue it.

Fire In The Belly

From Planning to Practice

Real planning is hard work. I’m not talking about the traditional—get the management team together, offsite for a few hours or days and spell out a modified mission and vision statement and some basic goals and objectives—this is the typical approach. Rather, I am referring to thinking and planning about the future with a sense of urgency, realism, and genuine impact to the way we do our jobs.

In the traditional approach, the management team is focused on the planning session. They are engaged in the planning for a short duration, but when back in the office, they don’t go back in any meaningful way to either refer to or apply the plan in what they or their employees actually do. The plan in essence defaults to simply a paperwork exercise, an alignment mechanism, a check box for the next audit.

In contrast, in a comprehensive planning approach, the focus is not on the planning session itself, but on the existential threats and opportunities that we can envision that can impact on the organization and what we are going to do about it. We need to look at for example: What are our competitors doing? Are there new product innovations emerging? Are there social and economic trends that will affect how we do business? How is the political and regulatory environment changing? And so on. The important thing is to think through/ work through, the impact analysis and plan accordingly to meet these head-on.

This is similar to a SWOT analysis—where we evaluate our Strength, Weaknesses, Opportunities, and Threats, but it differs in that it extends that analysis portion to story planning (my term), where the results of SWOT are used to imagine and create multifaceted stories or scenarios of what we anticipate will happen and then identify how we will capitalize on the new situation or counter any threats. In other words, we play out the scenario —similar to simulation and modeling—in a safe environment, and evaluate our best course of action, by seeing where the story goes, how the actors behave and react, and introducing new layers of complexity and subtext.

Harvard Business Review (HBR), Jan-Feb 2010, has an article called “Strategy Tools for a Shifting Landscape” by Michael Jacobides that states “in an age when nothing is constant, strategy should be defined by narrative—plots, subplots, and characters---rather than by maps, graphs, and numbers.”

The author proposes the use of “playscripts” (his term), a scenario-based approach for planning, in which—“a narrative that sets out the cast of characters in a business, the way in which they are connected, the rules they observe, the plots and subplots in which they are a part, and how companies create and retain value as the business and the cast changes.

While I too believe in using a qualitative type of planning to help think out and flesh out strategy, I do not agree that we should discard the quantitative and visual analysis—in fact, I think we should embrace it and expand upon it by integrating it into planning itself. This way we optimize the best from both quantitative and qualitative analysis.

While numbers, trends, graphics, and other visuals are important information elements in planning, they are even more potent when added to the “what if” scenarios in a more narrative type of planning. For example, based on recent accident statistics with the car accelerators (a quantifiable and graphical analysis), we may anticipate that a major foreign car company will be conducting a major recall and that the government will be conducting investigations into this company. How will we respond—perhaps, we will we increase our marketing emphasizing our own car safety record and increase production in anticipation of picking up sales from our competitor?

Aside from being robust and plausible, the article recommends that playscripts be:

· Imaginative—“exploring all the opportunities that exist.” I would also extend this to the other relevant element of SWOT and include envisioning possible threats as well.

· Outward-facing—“focus on the links a company has with other entities, the way it connects with them and how others perceive it in the market.” This is critical to take ourselves out of our insular environments and look outside at what is going on and how it will affect us. Of course, we cannot ignore the inner dynamics of our organization, but we must temper it with a realization that we function within a larger eco-system.

To me, the key to planning is to free the employees to explore what is happening in their environment and how they will behave. It is not to regurgitate their functions and what they are working on, but rather to see beyond themselves and their current capabilities and attitudes. Life today is not life tomorrow, and we had better be prepared with open minds, sharpened skills and a broad arsenal to deal with the future that is soon upon us.

From Planning to Practice