Jeff Flesch 7:50 pm on September 16, 2020
Tags: buildingbalance, businessinnovation, creatingalignment ( 2 ), creatinginnovation, creatingsafety ( 3 ), developingbalance, establishingtrust, innovativeleadership, institutingaccountability, leadership ( 54 ), leadershipcahange ( 3 ), leadershipdevelopment ( 45 ), leadershipessentials ( 9 ), leadershipinaction ( 18 ), leadershipinpractice ( 3 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), leadershipvalues ( 8 ), organizationaldevelopment ( 9 ), organizationalinnovation, teamdevelopment ( 21 )

The Big 5: Developing An Innovative Culture

This image has an empty alt attribute; its file name is javier-trueba-vfjnewjaa2g-unsplash.jpg — Photo by javier trueba on Unsplash

When I worked as a District Sales Leader at Frito-Lay, the company had an operating system for their sales teams, known as the Big 3, which consisted of the following.

1W1’s
Monthly Team Meetings
Ride-Alongs

I have no idea if the Big 3 is still in place, however, I do know that the system worked well. Why? There are 5 reasons. Ready? Let’s go.

Establish Trust
Create Alignment
Develop Balance
Build Collaboration
Institute Accountability

Little did I know then, that these five outputs would actually show up in a different way 20 years later. Yep. How?

They showed up as important to developing and building an innovative culture. A culture grounded in trust, alignment, balance, collaboration, and, yep, accountability. The outcome? Innovation.

Alright, let’s now call these, just for fun, the Big 5. What, then, do we get when we instill the Big 5 into our teams, businesses, and organizations? A culture where innovation can thrive.

Implementing the Big 5 into your team is about developing culture. As your culture develops, you can then wrap processes and systems around that culture.

You may be wondering about developing systems first, then culture. I would advise against it. Why? Culture matters more. Simple.

Alright, let’s take a look at the Big 5.

1. Establish Trust

I’ve written about establishing trust a couple of times. In 3 Steps and 9 Keys to Creating Safety on a Team in 5 Minutes, I write about 9 keys to creating safety on teams. And, inside of creating safety is establishing trust. Very important.

Establishing trust must come before people will feel safe. If people do not feel safe, they will hold back. Makes perfect sense. However, when there is trust, people will give all that they have, and they will also be vulnerable, try new things, go out on limbs; and, that is where innovation lives.

When there is trust between you and the team, and between each team member, you have an opportunity to create outputs and outcomes that have never been seen before. Why?

Because trust + safety + vulnerability = innovation.

Once trust and safety are in place, creating alignment is next. Creating alignment can take time. It took the team I currently work on over 2 years to create alignment. Year 1 was creating trust and safety. Year 2, creating alignment.

2. Create Alignment

Alignment takes time. Really. It is normal for teams to move in different directions at the beginning. If you are unsure about this truth, that’s okay.

You can implement systems and processes upfront to ensure creating alignment quickly. However, as was aforementioned, creating those systems and processes early will also create a barrier to innovation. Why?

Because innovation thrives in an open environment where all the answers are not figured out. Though this can be stressful, know inside of an innovative environment, where safety, trust and vulnerability thrive, systems and processes will come.

Alignment comes when a vision is cast and strategy is created to tie the day-day operations to that vision. Each person on a team has a role to play in the execution of a vision.

When you get clear on everyone’s role and responsibilities, you are ready to create alignment between the vision and the day-to-day operations.

Here is how it looks linearly.

Create a 10-year vision
Create a 5-year vision
Create a 3-year plan
Create this year’s objectives
Create 90-day priorities
Create work of the month
Create work of the week
Create work of the day

Though that list looks long, it really isn’t that much, though it does take time. There is a very good resource for creating this kind of vision system, it is called Traction: Get a Grip on Your Business, by Gino Wickman. I highly recommend it to all leaders in all organizations.

Alright, now that you’ve established trust and created alignment, the next step is to develop balance. Sounds simple. Yet, developing balance takes practice. Let’s take a look.

3. Develop Balance

As a leader, should you focus more on culture, or more on performance? Hm. Both are important. I like to think about culture and performance, like a see saw. Focus going back and forth. Sometimes, culture takes precedent, and sometimes, performance.

However, you must have both.

If you have a strong culture, and performance issues, you are not moving forward. If you have excellent performance metrics, and no culture, people will burn out and leave.

Developing a balanced approach to culture and performance takes practice, and an open mind. Meaning that when people bring you intelligence that a shift towards culture, or towards performance is needed, be open to shifting focus. Important.

In an open environment where trust and alignment have been created, the team will let you know. Really, they will. However, you still need to pay close attention to the team, and each individual on the team.

Like anything, developing balance takes time, and practice. You will know when you stray too far into one realm or the other. You can feel it when a team is not moving, or is moving too much. Watch, listen, and feel.

Collaboration is another important component to build in the journey towards creating an innovative culture. Some might say it is one of the most important.

4. Build Collaboration

Why is collaboration so important? Well, to develop an innovative culture, building collaboration is a must. On teams where trust, alignment, and balance have been instituted, vulnerability will also typically be present.

And, being vulnerable with each other in an environment where collaboration is high is a natural breeding ground for innovation. Why?

Because where vulnerability meets collaboration is an open space ready for innovation to occur.

Actually, where vulnerability meets collaboration is where innovation is already happening. Really, it is.

Innovation needs spaces that are open, collaborative, and safe. Further, alignment and balance also help create innovative spaces. Though we’ve already discussed these two, there are two more reasons that showcase just how true the last sentence is.

Because when your team is aligned, you are all on the same page, moving in the same direction. You are one.
Because when there is balance, you also have balance with innovation. For instance, if all you do is innovate, then nothing will move forward. Similarly if all you do is execute, then innovation will founder. You need both. Both innovation and execution. A must.

Alright, now, let’s talk about accountability.

5. Institute Accountability

You may be asking yourself right now, what in the world does accountability have to do with innovation? Well, a lot actually. Let’s go.

Fostering an innovative culture, which also executes is imperative to actually creating newness in the world. You have to develop both sides of the equation. Similar to developing balance. And, how do you instill accountability into your culture? It starts with you.

You must practice accountability. Holding yourself accountable, first. You must also be open to the team holding you accountable. Accountable for what, you ask? For what you say and do. Integrity.

Developing an innovative culture means that each individual, starting with the leader, holds themselves accountable for the actions they take, and sometimes, don’t take.

The same goes with the team. When each individual holds themselves to the culture of innovation that you are developing, the team is also simultaneously held accountable. And, when people don’t perform?

Well, you must understand why. If it is a skill issue, offer them the opportunity to develop, to grow. If they are interested, great. If not, well, that is their choice.

If it is will. Then they also have a choice.

Bottom line. Developing an innovative culture means that accountability is taken seriously. As seriously as having fun, growing together, learning from each other, and innovating new products and services. Same.

Alright, that’s the Big 5 of developing an innovative culture. Fun. And, guess what? You can develop an innovative culture anytime. Really. How? Well, like all things, one step, or action at a time.

What will you develop next?

#buildingbalance, #businessinnovation, #creatingalignment, #creatinginnovation, #creatingsafety, #developingbalance, #establishingtrust, #innovativeleadership, #institutingaccountability, #leadership, #leadershipcahange, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipinpractice, #leadershipmindset, #leadershippractice, #leadershipprinciples, #leadershipvalues, #organizationaldevelopment, #organizationalinnovation, #teamdevelopment

Jeff Flesch 7:56 pm on September 6, 2020
Tags: businessdevelopment ( 4 ), developingteams ( 3 ), developmentandgroth, leadershipdevelopment ( 45 ), leadershipinaction ( 18 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), leadershipvalues ( 8 ), Learning ( 15 ), learningandengagement, organizationaldevelopment ( 9 ), teambuilding ( 6 ), teamdevelopment ( 21 ), teamengagement ( 4 ), teammoral ( 4 ), teamtraining ( 2 )

The Blog + Video Series #13: Moving From Concept to Execution: Implementing Developmental Growth Opportunities at Work

This week I’ve been reflecting upon how we learn. Though there are learning styles, which are important to know, I’ve been reflecting more upon the process of learning. How we take in new information, process it, reflect upon it, adapt it, and formalize it into the other processes and systems we currently use.

Why might this be important to consider, understand, and become familiar with?

Good question. It is important to consider and understand, because this understanding can help leaders create bridges for people. The familiarity of which can create a bridge for your team and move you from concept into execution. Let’s take a look how.

Learning

It’s important for everyone to have access to developmental opportunities. To learn and to grow. Important. Knowing this, how do you suppose you create these opportunities? While larger organizations typically have a model for training staff, it does not always follow that everyone in the organization has the same access to developmental opportunities. Hm.

What to do, then, when your business or organization does not offer training, or those training programs are limited in some way, or designated for only mid-level and executive employees?

Create them from within

As a leader, you can create opportunities for your team to develop and grow. How? Find out what each person’s strengths and weaknesses are, always starting with yourself first, and then find ways to engage them with new concepts and tools to stretch them, and help them grow.

For instance, we created an opportunity in our second year as a team to develop strategic thinking skills, which included several training days. The culmination of which was deploying a system for organizing our daily work and balancing strategy. The need was there, and we moved it forward, and so can you.

Here are some considerations on how to get started.

Define the need – here are some questions to assist your thinking.
- Where is the gap?
- What training is needed to fill the gap?
- Who will facilitate the training?
- When will you implement the training?
- How will you evaluate the training’s effectiveness?
- What is the return on investment of the training?
Create a training plan with internal or external training professionals – here are some questions to consider.
- What is the training goal?
- How will you know when you’ve met your goal?
- What does post-training traction look like?
- What metrics will you use to measure traction?
Implement – communicate about the training, create buy-in with staff, and implement.
Evaluate – make sure you have traction.
Repeat – we created a system of training once a quarter. Worked well.

This image has an empty alt attribute; its file name is gaelle-marcel-l8snwgunqbu-unsplash.jpg — Photo by Gaelle Marcel on Unsplash

Adjustment

With any learning process, there is a period of time that people need to adjust to their new workflow reality. How can you assist staff in making these necessary adjustments?

Here are a few ideas.

Create a post-training system to ensure that you have traction – the system should at the very least include:
- Post-training follow up – what did you and the team learn, and how will you move the new concepts and tools forward.
- Periodic staff check-in’s – I’ve always used one-with-ones to ensure that staff have the support they need, and are adjusting well to their new workflow reality.
- Measure your movement – create a way to measure your post-training progress. This might be quantitative metrics, such as increases in revenue, or it may be qualitative, such as increased workflow effectiveness.
Continue to follow-up – to really gain traction, the new concepts and tools must be incorporated into everyone’s daily work, including yours. There really is no other way. If this does not happen, the new concepts and tools you are implementing will lack traction.
Create consistency – once you have movement, start talking with the leadership team about the next training. Be consistent, and offer training opportunities at a regular drumbeat, so staff can count on, and expect them.
Monitor progress – continue to check in with staff on their progress. Monitor traction. You may find that after three months, the team needs a refresher on a topic you’ve already covered. That’s okay. What really matters is that you’ve created access for your team to develop and grow; and that you will remain committed to doing so, refreshers and all.

This image has an empty alt attribute; its file name is jj-ying-7jx0-bfiuxq-unsplash.jpg — Photo by Andrew Dunstan on Unsplash

Integrate

Once the team has adjusted to their new reality, which includes new concepts and tools, you will need to devise individual development plans. These plans will ensure that each staff integrates the new concepts and tools into their current workflow in a way that suits their learning style, which will increase retention, mastery, and traction.

Where to start?

As was aforementioned, I’ve used one-with-one’s often in my professional career. I find that they work well to create plans tailored to the individual. These plans can also be used to track progress and as a coaching tool.

The most important thing about integration, is that all staff actively integrate the new concepts and tools into their daily workflow. You are building healthy habits in this regard. Really. People like habits, and once you have created that habituation within yourself, a must, you can deploy that to the team.

Here are a few examples.

Whiteboards – some people are very visual, and literally need to see the work drawn or sketched out. I’m like that. If you have staff that are visual, do whiteboard work with them, so they can see the new concepts and tools inside of their current workflow. Important.
Post-its – funny. I always say it matters less how you organize yourself, than it does that you develop a system that works for you. And, if post-its work for you, like they do me, use them. Again, what matters is that the staff member can feel a level of comfort with the new concepts and tools, inside of a system they’ve already developed.
Calendars – a good way to organize by setting reminders for new tasks. For instance, after we completed a strategic thinking training day last year, I had every staff member add one hour per week of strategic thinking to their calendars.
Project Management Systems – we’ve been using a project management system for over a year now. Works for some on the team, and not as much for others. Yet, having a systematized way to move larger projects forward is important. I’ve found this addition helpful, and a contributor to the team’s overall traction.

This image has an empty alt attribute; its file name is jesus-santos-zbbkk2-cgf8-unsplash.jpg — Photo by Andrew Dunstan on Unsplash

Reflect

We all need time to process new information, time to reflect. I advocate for giving your staff the same consideration you give yourself, especially when incorporating new concepts and tools into their daily work. You need it as a leader, and so do they. We all do.

How do you incorporate reflection time into the day?

If you use reflection often as a daily strategy this will be simpler. If you do not, there may be a stretch here for you, however, I believe it is a worthwhile endeavor. We are all inundated with constant stimuli, and the need to take a break from that stimuli to really get clear on our work is necessary and needed.

Here are a few strategies you can try.

Build that time in for yourself first – the only way to create traction with anything, is to create it for yourself first. Once you have a system down, you can coach and guide people into it. If you are not familiar with reflection time, add 30-minute reflection times into your daily calendar. Try it a couple times a week, with a goal to have it worked into your calendar daily.
Coach the team on taking the same time – once you’ve practiced taking reflection time for yourself, you can advise the team on doing the same thing. Have them build it in similarly. A day or two a week to start, with the goal of having daily reflection time.
Create reflection time after meetings and one-with-one’s – another strategy that we employ is taking time to reflect upon decisions. As you practice this strategy, you will come to see, as we have, that many decisions do not need to be made quickly. You have time. Take it, and use it wisely to reflect and engage with yourself and your team on the best course of action.

This image has an empty alt attribute; its file name is ux-indonesia-qc2n6rqu4vw-unsplash.jpg — Photo by Andrew Dunstan on Unsplash

Formalize

Once you have strategies in place to incorporate new learning, integration, adjustment, and reflection time into everyone’s workflow, you can start to make plans to formalize these new processes and systems. Simply meaning that to build these healthy work habits, and to have them stick, they must be practiced daily; and they need to be documented.

As we’ve discussed, people all learn differently, so create a few different ways to engage with the team, which will ensure you maintain traction on the aforementioned learning strategies. The main way we move projects of this size forward is to input them into our project management software, which has worked pretty well.

Again, what you use to formalize and document a new system or process, of which learning and development are two, matters less than you taking the time to create a learning and development plan for yourself, each team member, and the overall team.

I think you will find that the payoff in terms of work efficiency, overall team moral, and team cohesion will increase as you continue to create opportunities for people to learn new things, and to develop themselves at work. And, once that is accomplished, you and your team will be ready to move from concept to execution, and into the traction zone.

Be well, and lead well.

This image has an empty alt attribute; its file name is daria-nepriakhina-zocdwpuirua-unsplash.jpg — Photo by Daria Nepriakhina on Unsplash

#businessdevelopment, #developingteams, #developmentandgroth, #leadershipdevelopment, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #leadershipvalues, #learning, #learningandengagement, #organizationaldevelopment, #teambuilding, #teamdevelopment, #teamengagement, #teammoral, #teamtraining

Jeff Flesch 7:41 pm on September 3, 2020
Tags: businesscoaching, businessmetrics, creatinga10-yearvision, creatingstrategy ( 3 ), creatingvision ( 6 ), develpingmetrics, goalsetting ( 3 ), leadership ( 54 ), leadershipdevelopment ( 45 ), leadershipessentials ( 9 ), leadershipinaction ( 18 ), leadershipinpractice ( 3 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), leadershipvalues ( 8 ), strategicplanning ( 7 ), strategicthinking ( 11 ), team ( 3 ), teambuilding ( 6 ), teamdevelopment ( 21 ), teamengagement ( 4 ), teammoral ( 4 )

Leadership in Practice Series Part 2: Creating 90-Day Priorities Inside of a 10-Year Vision

This image has an empty alt attribute; its file name is matt-noble-bptmnn9jsmq-unsplash.jpg — Photo by Matt Noble on Unsplash

Once your vision is created, then what? Regardless of whether it is a 10-year, 5-year, or 3-year vision, you will need to put plans in place that will connect the daily work to that vision. That is how your 10-year vision will become a reality.

What, then, are the first steps to ensure that your weekly, monthly, and quarterly work connects to the long-term vision?

In this article we will walk through the process we went through to connect the 10-year vision to our 90-day priorities. First, another question.

Where does a leader start when they want to ensure that everyone’s daily work on the team, or in the business or organization they belong to is contributing to the long-term goals?

Let’s take a look.

Start with the 10-year Vision and ask yourself a couple of questions.

What are the goals of the 10-year vision?
What are the metrics of the 5-year plan?
What will the current year look like?

Let’s look at each question, one at a time.

What are the goals of the 10-year vision?

Once the vision is created, it’s time to create the goals that will drive all of the work. However, before you move on to creating those goals, which will drive the objectives and priorities, ask yourself what your vision will look like in reality.

What will the revenue and service look like, what will the staffing model look like, will you add positions between now and then?

Once you’ve asked yourself these questions, or ones that are more important to your particular vision, start to build out what that vision will look like in reality. Here is an example, vision first, then what it will look like in reality.

Here is the vision

This image has an empty alt attribute; its file name is img-2774.png

Here is what it will look like

This image has an empty alt attribute; its file name is img-2775.png — Note that the word profit in this instance is referring to department reinvestment funds.

Once you’ve created the 10-year vision, and also know what it will look like, you are ready to work backward. When I went through this exercise last year, I started this part of the planning session with year 5. I looked at the previously designated metrics and asked myself what they would look like in reality. For instance, what would revenue look like, and how many people would we serve.

What are the metrics of the 5-year plan?

Here is what that looked like

This image has an empty alt attribute; its file name is img-2777.png

It is a wonderful exercise to start with the larger 10-year vision and to work backward to the 5-year plan, creating more clarity as you go. It is how you begin to connect the 10-year vision with the work you need to do today.

Once you’ve worked backward to year 5, you are ready to work backward once again to year 3, or whatever the current year is for your team, business, or organization. It is important to continue to get clearer on what the future reality will look like.

What will the current year look like?

Year 3 Department Objectives

This image has an empty alt attribute; its file name is img-2780.png

As you continue to work backward from the 10-year vision to year 5, to the current year you are planning for, in this example, year 3, the objectives that will lead the team to that 10-year vision do become more clear. Important.

And, as these objectives become more clear, so will the priorities that will drive each person’s work. For instance, in our year 3, we had 1-year objectives, which we executed on in 90-day chunks. Meaning that we focused on moving forward our yearly objectives with 90-day priorities that would shift as needed, yet the objectives would remain the same.

Year 3 Staff Objectives

This image has an empty alt attribute; its file name is img-2776-1.png

Once you get to 90-day priorities, it is time to create a coaching model that will mirror all of the aforementioned. Fully discussing this coaching model is for another article, yet I would like to share with you the simple template we created, so you can see how a 10-year vision can connect to a staff member’s daily work.

Coaching Model Template

This image has an empty alt attribute; its file name is img-2782.png

Though you can only see a portion of the form, you can see the overall process, where the yearly objectives (on the left) are connected to the department objectives (on the left in bold), while the specific priorities and actions to move that work forward are on the right. Fun.

A couple of weeks ago, I wrote the following article, One BHAG, Two BHAG, and Creating a Disruption Vision, in which we discussed the possibility of creating a disruption vision or BHAG inside of a 10-year vision. And now, the planning process we’ve walked through in this article is being recreated. The difference?

Because there is so much change right now, we have a 1-year BHAG, which lives inside of the 10-year vision, and 30-day priorities, instead of 90. I am in the process right now of re-instituting one-with-ones so that we can discuss, plan, and create our next actions one month at a time. Allowing us the pivotability, and flexibility needed.

Very well. There you have an example, with tools, on how you can connect your team, business, or organizations’ 10-year vision to the work that needs to be done daily to ensure that the 10-year vision will live in reality.

Be well, and lead well.

You can reach Jeff Flesch at fleschj@linnbenton.edu

#businesscoaching, #businessmetrics, #creatinga10-yearvision, #creatingstrategy, #creatingvision, #develpingmetrics, #goalsetting, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipinpractice, #leadershipmindset, #leadershippractice, #leadershipprinciples, #leadershipvalues, #strategicplanning, #strategicthinking, #team, #teambuilding, #teamdevelopment, #teamengagement, #teammoral

Jeff Flesch 1:37 pm on August 29, 2020
Tags: businesstraining, creative process ( 3 ), creativity ( 34 ), developinghighqualityrelationships ( 3 ), developingourselves ( 7 ), developingprocessesandsystems ( 2 ), developingresilience ( 7 ), developingteams ( 3 ), development ( 35 ), developmentandgrowth ( 18 ), experientiallearning, individual learning ( 2 ), individualtraning, leadership ( 54 ), leadershipdevelopment ( 45 ), leadershipessentials ( 9 ), leadershipinaction ( 18 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), Learning ( 15 ), learning and engagement ( 2 ), professionaldevelopment ( 13 ), team ( 3 ), teambuilding ( 6 ), teamdevelopment ( 21 ), teamtraining ( 2 ), training

Moving From Concept to Execution: Implementing Developmental Growth Opportunities at Work

Why might this be important to consider, understand, and become familiar with?

Learning

What to do, then, when your business or organization does not offer training, or those training programs are limited in some way, or designated for only mid-level and executive employees?

Create them from within

Here are some considerations on how to get started.

Define the need – here are some questions to assist your thinking.
- Where is the gap?
- What training is needed to fill the gap?
- Who will facilitate the training?
- When will you implement the training?
- How will you evaluate the training’s effectiveness?
- What is the return on investment of the training?
Create a training plan with internal or external training professionals – here are some questions to consider.
- What is the training goal?
- How will you know when you’ve met your goal?
- What does post-training traction look like?
- What metrics will you use to measure traction?
Implement – communicate about the training, create buy-in with staff, and implement.
Evaluate – make sure you have traction.
Repeat – we created a system of training once a quarter. Worked well.

Adjustment

With any learning process, there is a period of time that people need to adjust to their new workflow reality. How can you assist staff in making these necessary adjustments?

Here are a few ideas.

Create a post-training system to ensure that you have traction – the system should at the very least include:
- Post-training follow up – what did you and the team learn, and how will you move the new concepts and tools forward.
- Periodic staff check-in’s – I’ve always used one-with-ones to ensure that staff have the support they need, and are adjusting well to their new workflow reality.
- Measure your movement – create a way to measure your post-training progress. This might be quantitative metrics, such as increases in revenue, or it may be qualitative, such as increased workflow effectiveness.
Continue to follow-up – to really gain traction, the new concepts and tools must be incorporated into everyone’s daily work, including yours. There really is no other way. If this does not happen, the new concepts and tools you are implementing will lack traction.
Create consistency – once you have movement, start talking with the leadership team about the next training. Be consistent, and offer training opportunities at a regular drumbeat, so staff can count on, and expect them.
Monitor progress – continue to check in with staff on their progress. Monitor traction. You may find that after three months, the team needs a refresher on a topic you’ve already covered. That’s okay. What really matters is that you’ve created access for your team to develop and grow; and that you will remain committed to doing so, refreshers and all.

Integrate

Where to start?

Here are a few examples.

Whiteboards – some people are very visual, and literally need to see the work drawn or sketched out. I’m like that. If you have staff that are visual, do whiteboard work with them, so they can see the new concepts and tools inside of their current workflow. Important.
Post-its – funny. I always say it matters less how you organize yourself, than it does that you develop a system that works for you. And, if post-its work for you, like they do me, use them. Again, what matters is that the staff member can feel a level of comfort with the new concepts and tools, inside of a system they’ve already developed.
Calendars – a good way to organize by setting reminders for new tasks. For instance, after we completed a strategic thinking training day last year, I had every staff member add one hour per week of strategic thinking to their calendars.
Project Management Systems – we’ve been using a project management system for over a year now. Works for some on the team, and not as much for others. Yet, having a systematized way to move larger projects forward is important. I’ve found this addition helpful, and a contributor to the team’s overall traction.

Reflect

How do you incorporate reflection time into the day?

Here are a few strategies you can try.

Build that time in for yourself first – the only way to create traction with anything, is to create it for yourself first. Once you have a system down, you can coach and guide people into it. If you are not familiar with reflection time, add 30-minute reflection times into your daily calendar. Try it a couple times a week, with a goal to have it worked into your calendar daily.
Coach the team on taking the same time – once you’ve practiced taking reflection time for yourself, you can advise the team on doing the same thing. Have them build it in similarly. A day or two a week to start, with the goal of having daily reflection time.
Create reflection time after meetings and one-with-one’s – another strategy that we employ is taking time to reflect upon decisions. As you practice this strategy, you will come to see, as we have, that many decisions do not need to be made quickly. You have time. Take it, and use it wisely to reflect and engage with yourself and your team on the best course of action.

Formalize

Be well, and lead well.

#businesstraining, #creative-process, #creativity, #developinghighqualityrelationships, #developingourselves, #developingprocessesandsystems, #developingresilience, #developingteams, #development, #developmentandgrowth, #experientiallearning, #individual-learning, #individualtraning, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #learning, #learning-and-engagement, #professionaldevelopment, #team, #teambuilding, #teamdevelopment, #teamtraining, #training

Jeff Flesch 3:52 pm on August 28, 2020
Tags: changemanagement, creatingchange ( 10 ), creatingtransformation, developmentalgrowth ( 4 ), distinctionbetweentransformationanddevelopment ( 2 ), handlingchange, leadership ( 54 ), leadershipcahange ( 3 ), leadershipdevelopment ( 45 ), leadershipessentials ( 9 ), leadershipinaction ( 18 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), leadershiptransformation, leadershipvalues ( 8 ), personaldevelopment ( 12 ), selfdevelopment ( 49 ), transformationalleadership ( 4 )

The Blog + Video Series #12 – Developmental Growth and Transformation: A Distinction

The Transformation Video Series #1

Have you ever thought about the difference between developmental growth and transformation? Or, have or do you consider them the same? Hm.

There is an important distinction between developmental growth and transformation, which is important to both personal and professional development. Let’s take a look.

First, let’s define the terms.

development

Translate development into Spanish

NOUN

The process of developing or being developed.‘she traces the development of the novel’
1. A specified state of growth or advancement.‘the wings attain their full development several hours after birth

transformation

Translate transformation into Spanish

NOUN

Thorough or dramatic change in form or appearance.‘its landscape has undergone a radical transformation’
1. A metamorphosis during the life cycle of an animal.‘Both the molting process and the metamorphic transformation from larva to pupa are coordinated and regulated by hormones.’

Ah, do you see the dinsticiton? Either way, let’s work it through.

Development

When you are interested in development, meaning available to it, you occupy a space that welcome’s learning. You stand outside of what you believe to be true about the world, and how you occupy it, and welcome new knowledge, new types of understanding, and new ways of being. Simple. Or is it?

Well, because we have an ego, or, wait, do we? Well, for the purposes of this post, let’s assume we do. Because we have an ego, we don’t like being wrong.

We are constantly seeking validation of what we know. Why?

Because it fits into our worldview. It is what we know. When information comes in, we assemble it into the the narrative of our worldview and who we believe we are. We confirm our ego.

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If the information doesn’t fit into our current worldview, we really only have two choices.

Deny the existence of this new information, or become open to it.

Denying this new information is called denial. We are actively denying that another way to look at a situation or event is possible. Egocentric.

However, when we are open to the possibility that there are other ways to think about a situation or event, we have now entered into the developmental arena.

Meaning, that we can now take this new information in, make sense of it, and do something with it.

Even if the information doesn’t fit into our current worldview, if we are open, we can incorporate it into our worldview rather easily. It is all about being open to new information, new ways of understanding, and new ways of being.

The simplest example is to consider development at school and work. When we are confronted with new information, we have a choice. Assimilate and incorporate that new information into our existing worldview, creating new knowledge, or reject it.

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Example.

I am always in conversation with the team about our goals, objectives, and priorities. Recently, I was asked about hiring someone to run Zoom technology for the upcoming professional development trainings.

I, however, was unsure about the need. Didn’t know. I needed to think about it.

Well, the next week, I ran a Zoom meeting with the team. The meeting was 90-minutes and was about creating our next 30-day priorities. Part of the meeting was creating breakout rooms, which you can do in Zoom. The meeting was a complete disaster. Really, it was. What did I learn?

That you absolutely need someone to run technology while the person running the meeting does just that, runs the meeting. I learned through doing the meeting that hiring someone for a Zoom tech position was absolutely necessary. We are hiring someone right now.

I moved from questioning the need, reflecting upon it, to learning that we definitely needed the new position. I developed.

Alright, that’s development. Opportunities for development are available every day. If you don’t see them, it might be that you are avoiding them or in denial about them. It’s not a demerit. I didn’t develop for a long time. Really. I wasn’t interested. Not a judgement. Just a fact. Let’s now look at transformation.

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Transformation

Now, transformation implies a complete change to the object, thing, or person. Yep, that’s right. How then does transformation differ from development?

While development requires an active openness, as we’ve discussed, transformation requires openness and a complete and total letting go of what was, in favor of what will be. It requires a shift from a focus on the external to the internal.

Transformation is about questioning all you know. Every ounce of what you know, or beleive you know, must be questioned.

Further, you must be willing to let go of how you previously viewed the world. Open to a continual process of creating new information, new ways of understanding, and new ways of being.

The distinction is that with transformation you actively seek out opportunities to question the ways you think, act, and occur. Internally focused.

You are continuously interested in disrupting your old habits and ways of thinking while creating new habits and ways of thinking.

Let me give you an example to help with the distinction.

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Let us say you want to develop leadership skills. You can develop leadership skills in lots of ways. You can take classes, read books, even put leadership principles into practice in your life. That is development.

You incorporate new information into the preexisting way you already think about leadership. Simple. How then to create transformation? Mm. Different.

You must be willing to let go of all of your preconceived ideas about what leaders are supposed to do, how they are supposed to act, and how they are supposed to be. All of them. Then what?

You leave your ego at the door.

And, everything you think you know about leadership. Start over. Really. Let it all go. And, create from there.

Transformation can only occur when we let go. Know also that the letting go will need to happen again, and again, and again. Over and over. Why? Because you are disrupting what you held to be true, and creating something new. Key. You are not adding, you are creating.

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Example

Let’s see. Okay. Here we go.

When the pandemic began here locally, we were approaching the last week of the term at the community college where I work. As I’ve mentioned in other posts, I work in community and continuing education. It is all experiential. All of it. Which means that it is in-person. All of it is, or was.

Within one month of the pandemic beginning here, we let go of all the concepts we held to be true about our business model. All of them. What happened?

We created an entirely new business model. A model that is transformational, as all aspects of it are completely different than the previous model. All of them.

We created all new processes and systems for how we do business. New ways we market and engage with the local community, new ways that instructors teach their classes, even the content that is delivered, while similar, is still completely new. Why?

Because a completely new context has been created. And it was created intentionally by believing something else was possible. Which then replaced our current belief system of how we all viewed our work.

All of us. now our actions follow that new belief system. That is transformation.

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When you intentionally create new ways to be, new ways to think, new ways to believe, new ways to be a human, you are creating contexts that are transformational. Never seen or experienced before. Transformation.

How are development and transformation similar?

One key way. When you develop, whether you want to or not, you give out your development to others. If those around you are open, they will learn from you and also develop. And, it is the exact same for you. If those around you are developing, and you are open you will also develop.

It is the same with transformation. If you are creating transformational contexts that change the nature of what’s possible, those around you, if they are open, will also transform. If they are open. If not, then they won’t. Same for development.

Can development lead to transformation?

Oh, yes, absolutely. In some ways, they sort of go together, which is why I wanted to write about the distinction. Whereas they are different, they both are about being open to and participating in creating change.

Here is a distinction on the difference between change and transformation.

“Change is about using external influences to modify actions to achieve desired results. Transformation is about modifying beliefs so that natural actions achieve the desired results.”
cioinsight.com

See the difference? One is externally driven, and one is internally driven. Very similar to the distinction between development and transformation. Important.

How do you begin to develop or transform?

Really it’s pretty simple, yet not easy. A paradox, yep. My suggestion?

Be open to everything around you. Being open is probably the key to both development and transformation. Both become possible when we are open to new information and new experiences.

When we are open, the world opens up. It really does. There is so much to learn and to experience. Being open creates an immediate possibility. The possibility that you will learn to be more. More of either how you already occur, or more by occurring in a completely new way in a completely new context.

#changemanagement, #creatingchange, #creatingtransformation, #developmentalgrowth, #distinctionbetweentransformationanddevelopment, #handlingchange, #leadership, #leadershipcahange, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #leadershiptransformation, #leadershipvalues, #personaldevelopment, #selfdevelopment, #transformationalleadership

Jeff Flesch 8:09 pm on August 27, 2020
Tags: Business ( 10 ), businessplanning ( 3 ), businessstrategy ( 3 ), leadership ( 54 ), leadershipdevelopment ( 45 ), leadershipessentials ( 9 ), leadershipinaction ( 18 ), leadershipmindset ( 15 ), leadershippractice, leadershipprinciples ( 13 ), operations, organization ( 3 ), organizationaldevelopment ( 9 ), persistence ( 8 ), prioritization ( 2 ), strategicplanning ( 7 ), strategicthinking ( 11 ), strategiplanning ( 2 ), strategy ( 10 ), timemangagement ( 2 ), vision ( 14 ), visionandstrategy ( 3 )

7 Keys to Balancing Strategic Thinking with the Day-to-Day Operations of Your Team, Business, or Organization

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One of the strategies I wrote about in the post, Creating Movement in Your Team, Business, or Organization: 3 Steps in 3 Minutes was creating balance in your workflow in order to balance strategic thinking with the day-to-day operations of your team, business, or organization.

It occurred to me that I’ve used multiple strategies the past three years to accomplish this balance, some have worked well, some not as much. What’s most important, however, is not that some didn’t work, rather, it is important that some did.

Trying new strategies is part of leadership development. Actually, it is development itself. Try something new. If it works, keep it, if not get rid of it.

Well, then, let’s take a look at 7 keys you can use to balance strategy with day-to-day operations. And, if you choose to incorporate one, great. If you already do these things, wonderful. And, if they are new to you, give one or two a try and see what happens.

7 Keys to Balancing Strategy with Day-to-Day Operations

Persistence – being persistent is an important leadership trait; as is knowing that not everything that you implement will work. It just won’t. There is nothing wrong with that, and you do not get a demerit if something doesn’t work. All that means is that you need to be persistent in your actions to find that process, or system that will work. Stick to it, and you will find it.
Prioritization – we are all inundated with multiple competing priorities. It is very important, however, to get clear on how those competing priorities should be prioritized. Very important. Otherwise, all of your priorities will have the same level of importance, and chances are many of them will not move forward.
Patience – very important to have patience with yourself. When you develop patience with yourself, you will also have more patience with the people on your team, or in your business, or organization. Trust me when I write that patience will win over force any day. Patience is sustainable, force, not so much. Be patient, and give yourself the time you need to breathe.
Determination – when one is determined, they are moving forward, and do not let obstacles stand in their way. Important for every leader everywhere. Why? Because the nature of leadership ensures that obstacles will often present themselves before us. Often. Being resolute and steadfast, while also being flexible in your approach is key. You will be challenged regularly. You will also be drawn to the day-to-day operations. Normal. Yet be steadfast, and determined to incorporate strategy into your daily workflow. It is possible.
Organization – understanding an organizational system that works for you is essential. It does not have to make sense to anyone else. Just you. Important, as people often think that their organization system must be understandable to others. Not so. You need to understand it, period. Also know that how you organize yourself will change as the business changes. It is supposed to.
Time Management – a difficult skill set to develop for me, yet one that I have made progress on in the past few years. What I’ve learned, similar to learning to organize myself, is that there is no one way to manage time effectively. Important to understand. When you understand this, you will actively seek out new ways to manage your time, until you find the system that works for you. And, time management should also change as the business changes. It must.
Vision Clarity – you must be very clear on your vision. If you are not clear, you will continue to do day-to-day tasks that are not moving you closer to achieving the goals associated with your vision. Being clear on your vision, ensures that you are moving your vision forward when you are working on the day-to-day operations. You are then always working on your strategy, even when you are working in the “weeds.”

There we go. 7 keys to creating balance between strategy and the day-to-day operations of your team, business, or organization. Are there other keys, you ask? Of course. These are simply the ones that I am most present to now.

There are many meaningful ways to balance strategy and day-to-day operations. How many there are matters less, than, as leaders, we try new things, and incorporate new strategies into our workflow often. Be open and flexible to new ideas, new ways of doing things, and new ways of being.

Teams, businesses, and organizations change often. And, with change comes the need to be open to changing as the need changes. A must.

If you’ve tried the keys outlined in this post, awesome. If you’ve not tried them all, try a new one, try two. If you already do them all, wonderful, you’re ahead.

If you’re not sure how to incorporate these keys into your workflow, here are a couple of quick suggestions before I close.

Persistence – continue to try new things. Get your best ideas out, and invite others to collaborate. Your ideas + their ideas =.even better ideas. Continue to persist, you will find the process, system, or vision you are looking for.
Prioritization – how do you prioritize your work? Know that however you prioritize your work today, there are a million other ways to prioritize. If what you are doing is not working, try something new. Remember, as the team, business or organization iterates, the way you prioritize yourself will also have to iterate.
Patience – a big one. Though being persistent and determined are very important. Being patient is equally important. Give yourself the time to breath and think. A must. Schedule the time into your calendar. Make time, and let your team know this is your time to just be. Go for a walk, or just sit. Doesn’t matter. What matters is doing it daily. For a time, I had a recurring appointment on my calendar for myself. It read, breathing. And, I did just that.
Determination – yep, important. Things will happen and “go wrong.” It is the nature of leadership, especially when leading innovative teams, businesses, or organizations. Stay the course. Remember, that “failure” is part and parcel of the creative process. You cannot have breakthroughs without breakdowns. They go together.
Organization – similar to prioritization, trying new organizational strategies is important, and needed. Example – when I started my current job, I organized myself in an “old school” way. File folders, and lots of paper. Then I went completely digital, then back to files, and folders. Now, a combination. Again, what matters is continuing to try new things. When something’s not working, do it differently. You may be surprised how that will open up more thinking space for you.
Time Management – phew, time management is so important today. I am much better at it today; yet I would say the first two years on the job, I really struggled in this area. How did I begin to improve? Continually trying new things; and, asking for help. The department administrative assistant, to this day, goes through my calendar with me, and asks this question – why do you have this meeting? Hm. And, if the meeting on my calendar is not connected to the vision, I cancel it.
Vision Clarity – yep. Once you’ve become skilled in the aforementioned areas, you will have more time to work on strategy. And, once you are clear on your vision, the aforementioned keys will also become easier. Why? Because the clearer you are on the vision, the more you understand the work you really need to be doing. You begin to see other work you’ve been doing in a new light. And, you will begin to let that other work go. If the daily work is not connecting to the vision, let it go.

Alright, we’ve discussed 7 keys to balancing strategy and day-to-day operations; and, we’ve also looked at a few ways you can incorporate these keys into your workflow.

Remember, the most important thing about creating balance in your work, is to always be present to the reality that trying, and doing things in new ways is necessary and needed.

When you are unsure of what to try next, try something new, stand back and see what happens. If it works well, keep it. If not, let it go; and, then, try something else. Whatever you do, keep moving. Be and lead well.

#business, #businessplanning, #businessstrategy, #leadership, #leadershipdevelopment, #leadershipessentials, #leadershipinaction, #leadershipmindset, #leadershippractice, #leadershipprinciples, #operations, #organization, #organizationaldevelopment, #persistence, #prioritization, #strategicplanning, #strategicthinking, #strategiplanning, #strategy, #timemangagement, #vision, #visionandstrategy

Jeff Flesch 6:26 pm on August 12, 2020
Tags: buildingreslience, covid-19andleadership, creatingchange ( 10 ), iteratingyourbusinessmodel, keepingrelationshipsstrong, leadership ( 54 ), leadershipcahange ( 3 ), leadershippractice, Relationships ( 28 ), servantleadership ( 5 )

Leadership in Practice Series Part 1: Getting into Action, Keeping Relationships Strong, and Iterating Your Business Model to Stay Relevant During COVID-19

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I’ve written about leadership on this site a few times, so I’m doing something new over the next few days. I’ll be posting some articles I’ve written on leadership. New content on this site, and a conversation that is relevant and important right now. Enjoy. 🙂

Leadership in Practice Series Part 1

What do leaders do when everything they’ve prepared themselves and their teams for is suddenly, within hours, less relevant than ever before? Less relevant as a massive health pandemic, COVID-19, crosses the Atlantic Ocean and shows up in the United States. Not sure? Though I’ve lived it for these past three months, I’m not sure either. So, let’s take a look at what happened, and some of what I’ve learned these past three months.

COVID-19 Takes Root Locally

In early March I received an ominous email from by boss, which read something like this: if the College suddenly needs to close with little to no notice, what is your plan to continue service? Wait, what? At the time, I was admittedly ignorant about the scope of the COVID-19 health crisis in the United States, and the speed at which the virus was making its way towards the West Coast. What to do?

Well, I acted as I would have under any other circumstance. I sent the team the query, gave them a due date for feedback, which was extremely short, and gathered the information. I then rolled the information up into a document to share with my boss. We did this all within 48 hours.

I’ll be the first to admit that the plan was extremely basic, as our business model is one that requires, at least I thought so then, an in-person experience. Within two weeks of creating that plan, we found out that the College was going completely online to finish the Winter Term. Because, at the time, we did not have online or remote classes or training, we cancelled the last week of Winter Term to ensure the safety of our students and clients.

Get this. You are in your third term of the academic year, you just cancelled the last week of the term, and you are actively registering for spring, which is typically the strongest term of the year. And, your sales volume is up about 30% over the previous year. Now what do you do?

Get Into Action and Start Creating

In the next two weeks, it became very clear that the College would also be completely online and remote for Spring Term. What did we do? We started creating.

Here are some of the things we did.

We emailed all 200 instructors and asked if they would teach their in-person class remotely – note, at the time we had no systems or processes in place to offer these classes.
We moved all of our Professional Development on-campus training to Fall Term.
We communicated with all of our instructors, clients, partners, and students, letting them know about the College’s direction. We also inquired with other Colleges as to their plans, which was a very helpful decision. It gave us sight that other Colleges were also going remote, if they had the capability and financing.
We created an operations plan out of thin air. Here are a few examples of that plan.
- Daily remote operations check-in’s.
- Remote one-with-one’s as needed.
- Twice-a-week remote registration staff meetings.
- Weekly remote all-staff department meetings.
- Bi-weekly program meetings.
- Each staff member identified their top three remote work priorities.
We created many new processes, which included new ways to:
- Register students and clients
- Interact with all of our instructors, and clients
- Track student enrollment
- Process payment
- Engage and market our products and services to the community

The point is, we did not sit back and wait for someone to explain the “how to” of the COVID-19 health crisis. There is no such thing. There never was, and never will be. You create on the fly, you do the best you can, and you serve.

You create possibilities where none ever existed before. You listen to your team, and to every idea they have. And, you take action on the best ones – the ones with the most impact.

You also continue to foster, and grow the team, which ensures you are continuing to grow the relationships with your instructors, students, and clients – those relationships are everything.

Keeping Relationships Strong

I’ve always said that relationships are everything. Really, they are. Nothing happens without high-quality relationships. Nothing. Everything is predicated on the strength of the relationships you have with those around you. However, working and living inside of the COVID-19 health crisis has taken my thinking and belief that relationships are everything to another level entirely.

Let’s take a look at a couple of the things we did to ensure that our relationships stayed strong during this most uncertain time.

Continue Creating Safety
- Your team must feel safe to pursue the unknown with you. I believe this is true all the time, yet when your entire business model gets thrown out the window by a pandemic, and everyone is also concerned about their own physical safety, it is even more true. Having and continuing to create safety for your team is of utmost importance.
Create Even More Consistency and Structure
- Another thing that was/is important, is the ability to create structure and consistency. When you are living in a highly unstable time, where change happens sometimes on a daily basis (hourly even), creating a consistent operations communication plan is critical. People must be able to depend on regularity, especially with so much uncertainty.
Create New Ways to Engage With Your Clients and Students
- When we learned that the print schedule, which lists all of our experiential classes, was irrelevant, as all the in-person classes advertised were now in the process of being converted to remote classes, or were being cancelled, we pivoted and created a new digital schedule format. We then created processes to ensure we were collecting information needed, to digitally communicate with our students.

Now, let’s take a look at a couple of things you can do when your current business model, which was functioning well, is no longer relevant.

Recreating and Iterating Your Business Model

As was aforementioned, when COVID-19 began locally, our business model was functioning well, yet would become irrelevant if we did not act quickly. Here are a couple of the things we did to stay relevant.

Let Go of What Worked in the Past
- One of the things we recognized very early on, was that we would have to create several entirely new business models – and, that work continues today. It can be hard to let go of a business model that is profitable. You must, however, when you are faced with a situation where that business model is no longer relevant or sustainable. If you don’t, your competition will pass right by you, and you will be out of business.
Create New Business Models that Fit the Current Reality
- When we began to pivot our business models, we created on the fly, and, as was aforementioned, got all of our instructors into the conversation very early. Having strong relationships with our more than 200 instructors created the possibility that we could begin to deliver remote classes, something we had never done before.
Continue to Iterate the Business Models as Needed
- We continued to iterate the business models as needed, and have continued to add new components, and take out others, as we’ve learned what has worked best. As humans, we have a desire to want to implement something that will be effective, and then stand back and watch it work. However, it’s not always that simple. Often it is not, in fact. Especially during such an uncertain time. So, when something is not working, get rid of it, and try something new. We’ve done that, are doing it now, and will continue to do it as often as needed.

All of the aforementioned sounds simple, and it was not. There was also a ton of uncertainty, fear, and anxiety that went with the plans and actions we’ve created and taken these past three months. Within myself, and within the team. However, we did not let that fear and anxiety stop the work that needed to get done.

Additionally, we have wonderful instructors. They are the main reason why we were able to offer 43 remote classes in Community Education spring term, and 73 for summer. The College was also extremely supportive, allowing us the space we needed to innovate.

The lessons I’ve learned in leadership these past three months are just now starting to surface. I feel very lucky to have had the opportunity to learn more about myself, and our team these past three months. I knew they were a resilient bunch, yet their level of resilience surpassed even my expectations.

Now as businesses start to reopen, we are continuing to consider what our next steps will be. No one can ever know the future, and, sometimes, as the COVID-19 health crisis proved, the best laid plans can go asunder. However, if you are up to the task, you can thrive in an environment that is completely unknown to you. You take one step at a time. You continue to foster your relationships, be who you are, and create anew over and over again; and, you watch and learn from all of the wonderful people around you.

Questions for you

What have you done to stay in action in your business (or life) during the past 6 months?
How have you kept relationships strong through all of the recent changes?
How have you iterated your business (or life) model to stay relevant and grow during COVID-19?

Look forward to hearing your stories!

Originally posted on servantleadershipcoaching.com

#buildingreslience, #covid-19andleadership, #creatingchange, #iteratingyourbusinessmodel, #keepingrelationshipsstrong, #leadership, #leadershipcahange, #leadershippractice, #relationships, #servantleadership