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September 2023
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THERE IS ALWAYS SOMETHING11/23/2022 A few months ago, a CEO told me that it seemed, 'everything is in order.' They are moving into a new building, operations have been reconfigured to accommodate an enlarged mandate, expanded personnel, and with secured funding, it is looking promising. When everything is in order, is it not the best opportune time to plan your next steps? Here are eight issues that CEOs of social purpose organizations spend their time on: -Board Leadership and Governance -Staff/Personnel Issues -Financial Sustainability -Stakeholder Concerns -Communications and Reputational Issues -Operations/Programming -Strategic Questions -Innovations, Adaptation and Resilience Which of these eight issues are focused on putting out fires and which are for innovation and building capacity for the future? They are all areas to look for innovation, adaptation, and resilience. Let your managers and staff know that they can lead to innovate in their departments. These are systems and they all overlap for the organization. Wherever you are in the chart, change happens when people and systems change. Anticipate that something will come up when you're putting things in order as a cause and consequences of those actions. Growth requires vigilance to outcomes and the resoluteness to continue in the direction of change. Ultimate, it's about minds, hearts, and systems in complete synergy and harmony.
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THE PHILOSOPHY OF PROVOCATION11/10/2022 Provocation, as I heard from a Rotary Club member after my presentation, was something very negative to him. He was fed up by the polarization in our politics and culture, those that always demanding something and always looking for ways to tell someone should reform or else global destruction is at hand, instead of just aiming for common good. While I recognize the current woke and cancel culture climate which we operate, I digress that positive provocation is more about not pushing, but encouraging, not forcing someone to change their views even with the word Provocateur or Provocation. Provocation means you're not settled with the status quo, however long it has served your purpose. It's always for positive growth, more relevance for the upliftment of all. It's about challenging norms that are no longer useful, thus, we can take some lessons learned from others, and adapt accordingly. The woke culture of today denigrates everyone who is not in conformity, kills dissension and creative expression, and polices everyone's thoughts and feelings, making one feel ashamed and guilty of one's roots and privileges. Hitler's campaign was successful because it tackled the identity of German culture and ascribed a higher sense of importance over other races, ethnicities, and identities and loyalties of the German people. Positive provocation is an antidote to the complacency in many organized systems around the world. Innovation, as Schumpeter defined is about 'creative destruction.' Taken in extreme literal way robs it of its substance. Innovation is doing and making things differently, whether it's a product, service, system, network, or process. Positive provocation in the world of charity, development, humanitarian, and philanthropy requires a healthy dose of passion, purpose, provision, practice, and the right paradigm (5Ps). That to me is the philosophy of being a provocateur or a positive instigator.
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THE RIGHT CULTURE MIX2/18/2021 What's the relationship between creativity, innovation, change, and leadership?
Creativity: People don't stare at the unknown and wait for the 'aha' moment. They create new things out of old, and turn old things to new activities, services, or products. Innovation: People apply their creativity as solutions to daily problems. Innovation is not just a step up, but creating new out of nothing. Change: People have pragmatic expectations of changes in the organization and are willing to join into uncertainty which is a demonstration of commitment. Leadership: The change process is muddier than we all imagine it to be. Even muddier in the layered context of the pandemic. Leadership without doubt, provides a good lever to buffer against resistance and cooptation. If your organization is struggling to bring about a transition to better in the pandemic context, keep reiterating and don't stop until you get the culture right. Without fostering the right culture, creativity, innovation, change, and leadership will remain as idealized concepts. instead of transplanting new values, consider what shared unconscious beliefs are existing and double-dip on it. Hearts and minds follow emotions, not logic
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RUNNING INTO THE EDGE OF CHAOS1/27/2021 When everything is urgent, nothing is urgent.
When everything is a priority, nothing is a priority. Change efforts go by the wayside if there's not enough urgency within the organization to ensure that it will be given an undivided attention and resources it needs. Moving the strategic priorities into implementation requires consistent and constant pressure from management that understands strategic management. 85% of strategic plans do not get implemented. When the rubber hits the road, the tendency is to focus on the day-t0-day mundane issues, relegating the higher objectives into the backburner. This stop-and-go scenario will delay your progress and unconsciously reward inventing obstacles. Managers and leaders- stop treating all crisis as equal. You should know how to treat priorities as real priorities, or your employees will not believe another memo with an urgent stamp. It's not what they hear, it's what they see in action that gets believed.
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BEYOND RESILIENCE8/12/2020 Yesterday, I spoke at Trico Changemakers Studio and it was a delight to have a very engaging discussion with the members present.
What I observed about the resilience narrative is that they are based on patterns and a sense of predictability that is not present right now in a climate of ambiguity, uncertainty, complexity, and volatility. I have made a Beyond Resilience paradigm to show what we are missing out on many important themes. Insead of asking yourselves, are you ready to bring your kids to schools, ask about how education can be reimagined for the future generation. Instead of asking how can we solve homelessness together, why don't reimagine how the vulnerable population can be part of us, not something to be considered separate, different, and wanting? We asked the wrong questions therefore get the wrong answers. We need bold imagination for a future that is not what we desire, but we can thrive and build stronger. Let's start a conversation.
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WINNER TAKES ALL7/15/2020 Within my network of business executives and leaders who are doing well, I see two patterns of opportunity-seeking behavior that are important to underline in this time.
One is that they don't believe in palliative measures and don't look to outward signals to navigate their way out of the pandemic slump. They create their own metrics, dig into what they do best, and engage their peers and industry leaders to help them move strategically. The second pattern I observe is that these leaders believe with all of their hearts that investing and increasing their impacts is now, in spite and despite of the volatility of the markets. Waiting for the green signal from WHO, CDC, and other institutions to say that all is clear is like waiting for a new utopian society. Nobody knows what's going to happen next year, in two years, so on and so forth. Two organizations have embarked on a new expansion project for their facilities, upgraded their equipment and protocols, and increase their value as a result. Another organization had been relentless in deepening their connections with their stakeholders that it has become a mature and evolved center since the pandemic, offering never-been-conceived offerings and services, not just as a response to help, but a mission-laden value. The pandemic accelerated their transition from an underperforming asset to a powerhouse organization! A number of organizations have decided that hiring for the future but keeping with the responsibility of pandemic prevention is the way to go. There are powerful examples of not coasting along and resisting to just cope and endure. Beyond resilience, leaders must prepare for the inevitable-radical change that is now in our faces! What are you doing now to increase your value and impact to your customers and stakeholders? What is the winning mindset that you should adopt to enable you to thrive and not just endure the crisis?
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TAKING SHARP TURNS11/13/2019 For two weeks, I have been procrastinating in writing my manuscript.
I waited for external cues to tell me that I need to write now. I waited for that demand to come from elsewhere to tell me that I need to start now. I waited for the internal eureka to say that I am ready to write it. Of course, two weeks passed and I don't have anything to show. I should have at least 20-25 pages of material by now, or more. I could have enjoyed that momentum, I tell others to ride on and be carried forward. I could be on my way to the goal of being published! Just as I am learning that there is no reason to wait for anyone or anything. Setting aside that sacred time to write is a must. Writers write as farmers farm and dancers dance. There is no excuse that is great enough not to write. So now, I write, will write and will continue to write until this is done. And write some more! k here to edit.
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ENJOY THE PLATEAU MOMENTARILY11/11/2019 It's nice to reach a plateau.
You can have a break, walk around, smell the roses, enjoy the scenery, take some photos along the way, have a snack, and rest your legs after the long drive. But you can't stay too long. All plateaus lead to a decline. While staying there increases pleasure and comfort, it doesn't allow you to reach new heights where you can experience a different level of accomplishment- the next summit. Think about that in your organizational life and in your career trajectory. You might be in a plateau too long to figure out you are running circles and not moving an inch to your destination. |