ISI

I am developing a new tool for a workshop I teach.. could use some input from you. Answer the following questions choosing one answer for each of the seven questions and then send me an e-mail with your answers.. just list the question number and your letter answer for each of the seven questions. Email to zozstate2@gmail.com.

Thanks...

Mitch

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1. I get my best ideas by

a) Watching people to see what they prefer and want from my work

b) Just trying things out until I find an approach that works

c) Investigating the problem that needs to be addressed very carefully

d) Finding others who may have good ideas on how to do things

2. To overcome problems, I usually like to:

a) First focus on having the right environment where I can think best

b) Seek out solutions by studying approaches not normally related to the issue

c) Like to bring together a group and facilitate team solutions

d) Examine how the problem affects humans to find solutions

3. I am most creative when:

a) Tackle the situation and just start trying things

b) Identify barriers to success and attack them with all my knowledge

c) I find someone who has lots of great ideas that I can learn from

d) I have the right setting to think and work in

4. For me, innovation most often comes from

a) Bringing together sciences that are different to find new solutions

b) Getting groups together who can be creative

c) Studying human nature to explore better ways of serving people

d) Implementing several ideas until one works

5. When faced with a difficult task, I am most likely to:

a) Get motivated by the difficulty and do it on my own for satisfaction

b) Find some experts who may have dealt with this task before

c) Find an environment that allows me to think best

d) Study unrelated sciences to get new ideas on how to address the task

6. I am most productive by

a) Bringing together a group and facilitating discussion and consensus

b) Focusing on people and their needs when developing solutions

c) Trying solution after solution until one works best

d) Identifying impossible tasks and then working toward achieving them

7. The best ideas are gained by

a) Finding experts in the area your working in and learning from them

b) Having the right working environment so you can do your best thinking

c) Seeking out and studying unrelated sciences to learn new ways of doing things

d) Bringing together your team and brainstorming to get the best ideas of the team

Is Duncan Watt's just another Gladwell...

So I am halfway through Watts' book "Everything is Obvious: Once you know the the answer" and pretty much thinking.. Maybe Watts' should take his own advice...

Watts' rightly points out that Gladwell takes things a bit far with his ideas on nodes and social change, but Watts' commits the same errors himself. While I can agree that online social networking is real... there is clear evidence that online social networking is different from face-to-face social networking.. And pretty much the bulk of Watt's conclusions are based only on his research using online research (so far). While his points are valid when he is describing how humans operate in online communities (itunes purchasing), it really doesn't translate to face-to-face organizational cultures. Watt's assumptions that these environments are the same, and because his sample size is so large.. ignores fundamentals of research design and practice, but it also ignores research done by real OD scientists. It appears he commits the same sins he claims Gladwell does.. and over emphasize his points.. It is obvious to Watt's that Gladwell is wrong... cause he knows the answer.. I would argue they are both partially right and wrong.

That said, I am going to keep reading Watts.. he makes several good points.. and online networking is reshaping our traditional networks.. so it is still good read.. just not as accurate as I would have hoped.

Toward More Curiosity

Da Vinci is one of the most interesting characters in the life of the world. Both artist and scientist, he created some of the most loved objects for all mankind. In addition to some of the most revered art, he designed objects like cars, tanks, and planes while just wondering about how things worked. Much of his work is seen as ahead of his time. But more about Da Vinci in a sec.

Over the past two years, I have found myself exploring the art of curiosity more and more. Often overlooked, it may be one of the best tools leadership can harness. We know that curiosity enhances learning, but did you know that it has been found that curiosity has a direct causal influence on job performance. Having taught leadership for 20+ years now, it is clear to me that curiosity is a force we must harnest to be competitive as individuals, teams, and organizations.

There are two main types of curiosity. One, Extrinsic is common and readily available. Just lock your keys in your car or run out of gas.. you will be extrinsically curious as to where the nearest gas station is. When I talk to groups about leadership and curiousity.. I am concerned with intrinsic curiousity. The art of just being curious for no particular reason. Which brings me back to Da Vinci. Of all the amazing things he was able to do in his life, I found his art work of birds and the shape of their wings in motion amazing. With no modern aids, no slow-mo video, just hours of silent observation, Da Vinci captured the mechanics of flight... Man he was curious. Intrinsically! He just wanted to know.

What is the implication for leaders. The next time you have a conflict with one of your peers or direct reports, try to be a little more curious. A little less sure....

"My Anti-Creativity Checklist" by Youngme Moon

Leading Change

I was honored this week to give the inaugural presentation to the National Association of Extension Program and Staff Development Professionals (NAEPSDP) across the Internet. The topic was leading through the sea of change. It is available online if you would like to listen in to what I shared.

https://connect.extension.iastate.edu/p32206844/

J.J. Abrams' mystery box | Video on TED.com

J.J. Abrams' mystery box Video on TED.com

If you can do one thing in leading others.. create a context where they can think about mystery boxes!

How vulnerable are you?

Brene Brown does a remarkable job of explaining the importance of being vulnerable from the perspective of a social worker, but you can tell by her conversation that it is also about leading others. Watch the video and then join me for discussion below:

http://www.ted.com/talks/brene_brown_on_vulnerability.html

This video raises so many good questions for executives trying to lead others. It also complements the work of Willaim Schutz who introduced a theory of interpersonal relations he called Fundamental Interpersonal Relations Orientation (FIRO). FIRO sought to explain most human interactiona as being our need for Inclusion, Control and Affection. Affection in his later years became also know as openness and could be another way of talking about one's capacity to be vulnerable. Are you open? What do you pretend at work?

The most profound statement in Brene's talk is the concept that one has to love and accept oneself... Love our vulnerabilties so that we can have joy and satifisfaction in our lives. The very act of diminishing our vulnerabilities leads us to ignore our joys as well. Translated to work world, environments where we fear being vulnerable and transparent teach us work behaviors that ultimately diminish our engagement with work. Work is most meaningful when we can be authentic in our role... show our warts and gifts at the same time. Think about it.. if you have to pretend at work.. your more likely to be disengaged. We also know you're more likely to distrust as well...

We know environments of fear and distrust are 1/3 as productive as trusting cultures. Job one for all executives... "how can you create a culture where your direct reports feel safe to be vulnerable?" Want a hint.. it starts with your own vulnerability...

Retention Model

A collegue and I have developed a pretty good model for retention through research over the past few years. Over the holidays, I refined the model and came away with a slightly more concise model by combining two of the factors. See if this this gives you a sense of what makes you want to stay in your job:

Owen-Safrit Five Factor Rentention Model

Recruit authentically - Communicating accurately to prospective employees the job's professional responsibilities as well as critical aspects of the total organization's and specific workplace's cultures critical to success in the position

Align - Hiring employees who have substantial overlap between their personal needs, interests and goals and those of the total organization and immediate workplace Ensuring that both the employee's career grows and evolves together as the organization's mission/vision and employee's needs/goals evolve

Develop - Providing support and material resources for the continuous professional education (CPE) of the employee so s/he may meet and exceed professional competencies (i.e., knowledge, attitudes, skills, and aspirations) needed to ensure professional success

Connect - Building strategic linkages between people and people, ideas and ideas, and people and ideas so as to strengthen each employee's internal and external workplace relationships.

Appreciate - Using appropriate intrinsic and/or extrinsic resources to effectively communicate appreciation to each employee for workplace excellence

Courage and the long view...

Imagine you have started a company and while the work is exciting, you are not really making money. How many years would you stick it out. You believe in your product, but all the buyers are non believers.. In fact, your biggest customer is trying to hire away your best employee. What advice would you give this company. If you knew they had lost one million dollars a year for the past three years, would you tell them to shut down... How bout five years...

The company: Pixar.
The leader.. Steve Jobs.

Really great work takes time and a commitment to quality... So rare in our world today.

Succession Planning needs a new conversation

In the October HR magazine.. Theresa Minton-Eversole reports that most companies are unprepared for succession at the top. Not to diminish her contribution, but this has been a common theme now for a good 15 years. Just pick through any of the management, human resource, or organizational development mags and you will find articles saying the same thing.

When we coach managers on correcting employee behavior, we tell them that when a pattern emerges of repeat behavior, the conversation needs to change. When an employee is continuously late, it is a different matter than when they have only been late once or twice. Well, the pattern around succession planning has been there 15 years... leaders worry about it and then ignore it. And although HR and OD experts have continuously spoken to the need for better succession planning, I am familiar with few organizations that are even doing a good job with just workforce planning. Just having a staffing plan seems to be a challenge to today's organizations and few if any, once they identify gaps are spending the resources to fully develop their next leaders.

So the question is, what needs to change in the conversation to get leaders to invest in leadership development. What will help today's executive and leaders come to understand that investing a little now in development will save lots later... you tell me.. I have an answer, but would love to hear your thoughts first?