#Leading a Thriving #Organization


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Organizational executives, managers and leaders have good intentions to create thriving organizations that reflect their vision and mission for successful outcomes in the marketplace. Over the years, I have had the privilege to work for many organizations in various capacities; as an employee, a middle manager, a pastor, an executive, as a coach and marketing consultant. In other words, I have seen the internal dynamics of how organizations are managed and led; some thrive whiles others struggle to survive. To accomplish this monumental task of building a thriving organization it will take an organization to understand and embrace the four pillars of a thriving organization, which are simply strategy, synergy, structure and systems. Let’s start with the first critical layer of strategy.

1. Strategy

The original meaning of the world strategy reveals the “art of the General”, which implies the General’s broad grasp of the craft of warfare based upon years of acquired acumen and intuition from experiences on the battlefield. We can break down this art form into to three layers: hindsight, insight and foresight. Likewise, those in positions of mid to higher management in an organization have years of accumulated knowledge and wisdom derived through their education, exposure to people and events within an organization, and past experiences on the job. The accumulated wisdom of these employees is critical for tapping into new strategic methods for success.

Strategy is the sum of two parts: it’s your acumen and your approach. Strategy is melding what you already know and how you will go about executing what you know. Strategy, however, fails on many accounts. The most critical one is the lack of collaborative imagination that keeps many organizations operating in the dark at mediocre levels. King Solomon, the wisest man who ever lived, understood the power of collaborative imagination. His wisdom was and is today second to none; the biblical narrative notes a person like Solomon will never be matched again, so listen carefully! King Solomon provides our culture today with a great Tweet tucked away in Proverbs 24:6:

Surely you need guidance to wage war, and victory is won through many advisers.”

Can you imagine tapping into the combined acumen, intuition and experience of many advisors? So why don’t you take an assessment of the creative members on your team and begin to tap into their combined wisdom for strategic advantages and advances in the marketplace. The wisdom is all around you… are you listening?

2. Synergy

One lazy afternoon, on my day off, I went to the afternoon matinee to see the movie Pitch Perfect. It simply amazed me on many levels! It wasn’t the humor, although I had a load of laughs. It wasn’t the brilliant singing that caught my attention although it was American Idol on Steroids. The main message for me was how a singing team formed and fermented into greatness. Let me see if I can sum up the important snippets of the movie that helped me see how teams form to create dynamic energy and synergy:

1. Pride was present at first since the old guard did not want to give up their place or stature on the team. So they resist anyone trying to introduce new ideas, which will improve the team’s performance.

2. Then there is friction between the old guard and the newcomers since the new ideas being offered are better than the old ones. It’s takes some time for the old guard to realize their methods have become obsolete.

3. Thirdly, the old guard finally accepts reality and realizes it needs to adapt and change. They are now willing to make some accommodations to make the team better.

4. And finally, the team comes together to implement the new ideas. There’s a dynamic shift in team culture and performance.

Synergy is hard to create but when it is present it is dynamic and energizing. When a team creates synergy it begins to release that corporate magic many organizations long for. How do we know when synergy is present? It is evident when optimum energy is released and dynamic synergy is increased.

3. Structure

Every organization is structured in a unique way. Some structures are more rigid than others, such as the military and Law Enforcement agencies, while other organizations tend to adopt a more fluid and flexible approach. “By structure, we mean the framework around which the group is organized, the underpinnings which keep the coalition functioning. It’s the operating manual that tells members how the organization is put together and how it works. More specifically, structure describes how members are accepted, how leadership is chosen, and how decisions are made.”[i]

The structure solely depends on what your organization wants to accomplish. For instance, let’s take two examples from nature to make my point. An eagle and a duck are structured quite differently from one another since they have different purposes to perform. One is meant to fly in high altitudes, and to dive at fast speeds to catch unsuspecting prey by surprise. Eagles like to be alone most of the time; they are the kings of the air. While a duck is given webbed feet to navigate through the water, and tightly knit feathers to keep them warm in cold climates. Ducks like to fly in teams, and work together to fly long distances.

Each bird has a particular function to play and purpose to fulfill. These distinguishing features provide you and I insight into the roles they perform in their respected environments.

Let’s take another example from nature. What about a tree? An Oak tree has a firm base extending to the general body. It is immovable and strong. Then as the branches move out they thin out and become more flexible, bending by the wind, even with the subtle breeze. Structures in organizations should have a stabilizing structure but should also allow flexibility is some areas of the organization to accommodate quick changes.

4. Systems

Systems are like highways that connect motorists to interchanges, intersections and bridges, which provide a proper flow of traffic so that people can get to places in an efficient manner within a specified time frame. Let me provide you a personal example:

I remember a time when our church fed thousands of inner city people on a Saturday afternoon. At the time, our church had an extraordinary cook on staff that was once Donald Trump’s private Chef (and you know Mr. Trump is a pretty picky guy). Anyway, when it came time to feed the multitudes, I just happened to walk into the kitchen area where I overheard the Chef say, “This is how we are going to take the food out to feed the folks.” To shorten my story, he had adopted a system with six steps before the people could even receive their food on the table. I thought to myself, “This process or system is going to take forever. We can do better?” So immediately, I took the Chef aside and advised him of a more efficient way. After I made it sound like it was his idea, he adopted the new system. The result of this simple change in the flow of food delivery was that everyone was happy, from the volunteers who had to serve the food, to the Chef himself, and the multitudes receiving our compassionate services for the day. All it took was a simple change to the “system”, which provided more efficient outcomes.

Systems should be made simple, but most people make them more complicated than they should be. The Chef in this situation had extraordinary skills but he lacked the basic skills of how to deliver his product efficiently.

What area above is the weakest in your organization? Which one is the strength of your organization?


[i] An Organizational Structure: An Overview. http://ctb.ku.edu/en/tablecontents/sub_section_main_1092.aspx, accessed on 4/7/2013.

Organizational Intelligence: Confronting a Fear-based Working Environment


Employed as a leadership coach for various organizations over the past two years I encountered many working environments; some great, some good, and unfortunately, some not so good. The most demoralizing one is the fear-based working environment. You know that place of employment, where there’s little to no motivation to passionately pursue and expand organizational goals. The problem isn’t the employee but leadership’s inability to foster respect and build trust. In a fear based one working environment, the leader (manager or owner) controls with fear, creating negative vides in the workplace. This type of environment is challenging to say the least. In an economy like ours (December 2009), it is much more difficult for any employee to leave their job for a better work setting, so they stick around hoping for any semblance of change. Like the movie, The Matrix, it’s like being caught in a never ending simulated reality; once you’re in it, you can’t leave. If you do leave, you have to get at the end of line, and wait for weeks, even months to be called for an interview. So what‘s an employee to do? The ideas presented in this blog post will help you navigate through this kind of working environment.

In a fear based working environment employees’ walk on eggshells wondering when the leader will show up to reprimand someone publically. I personally witnessed this scenario first hand many times. I remember a situation where employees were doing their jobs when suddenly the owner appears, standing quietly in a corner unannounced, watching to see if anyone says or does something slightly out of line. As soon as employees’ became aware of this person’s presence the atmosphere changed, giving each other “the look”, as if, “Be aware, she’s here!” As the owner walked around, the employees became quiet, perhaps hoping she would not choose any of them to pick on.

On other occasions, procedures or systems were changed simply by the owner’s whim or because a client-customer made passing comment or mild complaint. Instead of keeping or making a slight adjustment to a working system, a whole new system was devised and implemented. And most critical of all, reprimands were too often made in the open or in meetings, not in a private office.

Liz Ryan, author of Ten Signs of a Fear Based Workplace notes:

Fear shuts down our ability to think creatively, collaborate, and bring passion to the job. When getting through the day requires a focus on keeping one’s head down, taking no risks, and sucking up to anyone in management, your organization’s soul has left the picture.”

A fear-based working environment is difficult to change, since the owner/leader is set in his or her ways. Insecure leaders who think critically of others, rather than optimistically breed fear. Weak employees, who fear confronting the obvious elephant in the room, would rather put up with it, keeping the status quo and their jobs. A leader creating this type of environment is usually caught in trap; to change would mean he or she would have to admit they have been managing wrongly, and would need to change their ways. So the struggle to achieve excellent working cultures stalls organizational effectiveness, even quenching the human spirit.

How does one confront such a leader? The best way to do this is through group confrontation, where several respected, tenured and highly qualified employees approach the leader in private with a short list of observations. What is a leader to do, fire this elite group? If a leader has any sense he or she should receive this honest feedback to gain respect required to lead effectively, then create the changes needed to transform themselves and their working environments.

What are other suggestions required to turn this type of working environment around? 

Are You Having An Emotional Affair?


“A touch creates heat, heat creates a spark, and a spark turns into a fire.”
-Rev. Paul Goulet, Senior Leader ~ International Church of Las Vegas

It doesn’t take a Rocket Scientist to tell you that you’re having an emotional affair at work. Those who are having one should know better yet they continue in their risky behavior, thinking they can get by undetected and unscathed. According to Gail Saltz:

Emotional cheating (with an “office husband or wife”) steers clear of physical intimacy, but it does involve secrecy, deception, and therefore betrayal. People enmeshed in nonsexual affairs preserve their “deniability,” convincing themselves they don’t have to change anything. That’s where they’re wrong.”[i]

It’s this “deniability” that blinds them, and sooner or later, their clandestine affair is exposed. Emotional affairs are more prevalent in the workplace than you may think. In a study looking at infidelity statistics in the United States, the American Association of Marriage and Family Therapy revealed 15 percent of wives and 25 percent of husbands engage in sexual relationships outside of marriage. That’s quite alarming by itself, but when emotional affairs are thrown into the equation, the numbers jump by more than 20 percent. In this day and age, it seems no relationship is safe from an affair. Emotional affairs at work tend to make up a large percentage of these numbers, and some research shows over 50 percent of opposite sex, work friendships end up turning into something more. [ii]

I remember sitting in a meeting with a high profile public leader, discussing his embarrassing exposure. The affair started subtly until they were alone and the rest is history. Once exposed it was a BIG disappointment to all involved. An emotional affair starts with a simple wink, then a compliment, an accidental bump in the hallway, and an innuendo here and there. Then all the sudden strong “feelings” take over and an uncontrollable urge and curiosity sets in to experiment further. Boundaries are then tested until it’s too late, you’ve gone over a boundary line. So what actually is an “emotional affair”? An emotional affair is an affair of the heart and mind, where a person sends subtle messages to another conveying a playful purpose yet keeping the relationship secretive in nature. If you want to know you are having an emotional affair at work, take the following assessment:

An Emotional Affair Assessment:

Is it your custom to…

  1. ask a particular person of the opposite sex out to lunch or coffee?

  2. purposefully go “out of your way” to talk to someone of the opposite sex each day?

  3. have closed door meetings with a person of the opposite sex?

  4. share marital problems or details about your marriage to the opposite sex that your spouse would not want others to know?

  5. look forward to seeing a particular person of the opposite sex at work each day?

  6. playfully text or email a particular person of the opposite sex on a regular basis?

  7. use innuendo language with a person of the opposite sex?

  8. be consumed in thought about a particular person of the opposite sex during or after work hours?

  9. inappropriately touch someone of the opposite sex at work by rubbing up against them or hip bumping in the hallway?

  10. write a private message to someone of the opposite sex, whom you happen to work with, on Facebook, Twitter, etc., without your spouse’s knowledge 

– If you answered 2 in the affirmative, you maybe a little misguided or just a big flirt, be careful!

– If you answered between 3 to 4 questions in the affirmative you’re in serious danger or on the boderline of having an emotional affair, and need to reconsider your boundaries before something more serious happens.

– If you answered 5 or more questions in the affirmative, then you are having an emotional affair at work, and need to reassess your behavior; seek counseling or speak with a mentor.

What boundaries can you design (personally or in policy form) to curtail an emotional affair in your workplace? Does your workplace have a code of ethicis in place addressing this type of behavior?

Footnotes:
[i] Could you be having an emotional affair? By Gail Saltz, May 21st, 2009.
[ii] Emotional Cheating Signs – Could These Be Signs Of An Affair? Monday, February 21st, 2011.