Posted by Evan Smith on Thu, Feb 04, 2010
Patrick O'Shei, in "Uncommon Wisdom", writes about the link between "problems" and "solutions". Capable leaders have the awareness to recognize what the "frame" around these two orientations is, within which they and their organizations might operate: When confronted with a challenge, do you see problems? or do you see solutions & possibilities?
A solution orientation is always broader and longer in scope, results-oriented and anticipates future implications. Seeds of both new opportunities and future problems get planted along with new solutions. A solution orientation is akin to playing chess where past play and the current board both provide data and guide the player; she subsequently can evaluate each potential move in terms of the potential impact on the future.
As an analogy: A sinking ship is a problem--but what is the best solution? The solution orientation discerns between:
- Immediate problems and urgent failure (a penetration to the hull of the ship, leaking seams or joints in the hull of the boat, a terrible storm),
- Constraints on current performance (poor ship design, misuse or neglect of the ship) and
- Faulty application/ approach (using the wrong ship for the task, using a ship instead of a bridge).
While urgent problems may require pumping quickly and getting the sinking boat back to harbor, most long term leverage comes from understanding what outcome you seek and the possible solutions for creating that outcome.
Organizations and people who see first and predominantly "the problems" they face, may both effectively handle current problems--and entrap themselves in a world where they accomplish less, spend too much (over and over again), and ultimately fail. This occurs because they can only see solution of their problems in terms of eliminating the problem itself.
In his book, The Path of Least Resistance, Robert Fritz declares that "structure determines performance". When we implement solutions, they create structure. "Excellent" solutions--generated from a robust consideration of possibilities, alternatives, questioning of desired outcomes, and reflecting on underlying purposes--produce desired results for longer periods of time without creating significant new problems. Excellent solutions leverage strengths across "what works" in the world.
As a leader, visualizing the desired outcome, in full, rich, clear detail--is an important part of generating solutions, as the gulf between current problems (reality) and the desired outcome may only be bridged in the mind initially. Some excellent solutions require a number of steps. Each step addresses current reality with an implementable solution--and each fully anticipates a future solution, naturally producing both interim results and providing leverage for achieving the future solution. This path of leveraged solutions is akin to building bridges, where organizations take intermediate steps in coordinated fashion, to bring into being one overall solution that really works.
excerpted from "Uncommon Wisdom/ A Solution Orientation: What Floats Your Boat", Patrick O'Shei, 2/2010.
Posted by Evan Smith on Mon, Mar 23, 2009
IN a recent post (21 March 2009) in the New York Times, Thomas Friedman writes about his concern that we don't have any "adults in charge" - and that as a result, "politics worse than usual" prevail.
Mr. Friedman said, "Inspiring conduct has so much more of an impact than coercing it." ...
He goes on in one paragraph to quote Dov Seidman, CEO of LRN, on
what it might look like to actually have leaders behaving like leaders
- and engaging citizens, stakeholders (and now, yes, SHAREHOLDERS)
around those values, motivations and principles that draw us forward -
the greater values we hold in common.
"There is nothing more powerful than
inspirational leadership that unleashes principled behavior for a great
cause... What makes a company or a government “sustainable" is not
when it adds more coercive rules and regulations to control behaviors.
It is when its employees or citizens are propelled by values and
principles to do the right things, no matter how difficult the
situation. Laws tell you what you can do. Values inspire in you what
you should do. It’s a leader’s job to inspire in us those values.”
What are the best examples of inspiring leadership - in your
home, organization, or nation - that have propelled you to virtuous
action?
Who has been the best example of this kind of leader for you?
Posted by Evan Smith on Fri, Mar 06, 2009
These are Tough Times
Many businesses are experiencing restricted access to investment capital.
Workforce morale is poor; many have experienced downsizing. Survivors grieve their
departed colleagues. The fear, uncertainty and doubt has disheartened workforces – who see their company lowering its sights, but without a new clear vision in view.
Working capital is constrained as lenders focus internally on their cash and balance
sheet issues – and grimly, on their own diminished prospects.
Sales volumes are down.
Forecasts for the future are gray.
For many companies, the weakening brought on by many factors like those above has increased competitive pressures, challenges to find and keep the right talent. For some, the gathering storm has raised the specter of more imminent acquisition.
In Challenges, We Find Opportunities
During these times, people question many fundamental assumptions – about how the business makes money, about whether the business model itself remains viable, about our collective capabilities and will, about the future and what it may hold, for good (or we fear) for ill.
Some of this questioning is valuable. To the extent that all assumptions and
questions are “valued equally” – and to the extent that people are
putting too many assumptions “in play” at one time – the process of
questions assumptions in this way might actually contribute to
anxieties, and stoke fear, uncertainty and doubt. To the extent that
excessive questioning paralyzes, and limits meaningful action, it can
be unhealthy.
For many during this time, the writing is on the wall that “the future” will look
different from “the past.” The process of holding on to the past, hoping that some vestiges of it will survive – and grieving the losses that accompany its passing – complicates the situation, and may add emotional challenges to the very real and rational economic,
organizational and personal ones.
Finding The Way Forward
During this time is an opportunity for leaders to make a new call to action. An opportunity to rethink the business model. To refocus on core principles. To affirm vision, and describe and define how that vision might come into being in new, fresh, innovative and compelling ways. To
reconnect and affirm relationships with good customers. To rethink basic assumptions, in a structured and progressive way. To hold candid and courageous conversations that do not shrink from clear language and clear description, and that enable all participants to find inspiration, motivation, and value - and the strength and will to move forward.
Now is the time to position and drive your organization – in the ways demanded by these
times, and the new realities your organization faces. Now is the time to approach people and thinking in new ways. Now – more than ever – is the time to “double down” on leadership. But perhaps not leadership as it has always been practiced...
What key questions are you asking yourself – about the direction for your
organization, what you discern as needs and priorities to address, about your leadership?