Category: Executive Leadership

Finding Optimism In The Midst of Bad Economic Conditions

Good day, team,

This week I’ve been trying to figure out whether all the bad news we’re hearing about the economy is educating us or making things worse. We have more access to information than any other generation before, and so are more informed, but this plethora of information also colors how we think about events.

For every bit of bad news I read, I can also come up with a number of positive interpretations. But I have to work to turn my perspective around. For example, Powell’s Books (now the biggest book store in the U.S.) decided not to go through with a planned $5 million expansion, even though the company had financing for it. But because of a recent 5 percent drop in sales, Michael Powell didn’t think it was prudent to expand right now.

My first thought was, what bad news. Think of all the people who would have benefited from the jobs created: the architect, the builder, the banker, etc. But then I realized it’s not such a bad idea for Powell’s to think about better ways to use the space it has and support sustainable growth. Maybe it means more job security for the people already employed there if they have to do more with less. And taking a conservative approach sets a good example for future generations of the Powell family members who hope to continue running a successful business.

If I had taken the news on face value, I would have run the risk of believing a partial truth, that is, just one view of the situation. But if I consider the same situation from different viewpoints, I can often find underlying benefits.

It also helps to seek out good news in the midst of all the dire reports about the economy. One such example is the article I’m including here, “Four Reasons Why Ford May Be the Company of the Future,” by Tony Schwartz, president of the Energy Project.

“If you could look inside the inner sanctum at Ford, what would you expect to see? Anxiety? Panic? Despair?

“The economy, after all, is getting worse not better. Monthly car sales in the U.S. have continued to drop precipitously. Ford has lost market share during the past year and reported $5.9 billion of losses in the last quarter of 2009.

“But if you spend a day with CEO Alan Mulally and his top executives, as I did recently, what you discover is a group of people who are laser-focused, hopeful, proud and incredibly passionate about the mission they’re on—even without retention bonuses or long-term incentive plans.

“Here are the four reasons I believe Ford is modeling how companies of the future ought to operate:

“1. Creating value by valuing people. Alan Mulally is fiercely realistic about the steep challenge Ford faces, but he’s infectiously upbeat about their ability to meet it, and he makes the people around him feel good, including about themselves. He truly understands that only positive emotions fuel sustainable high performance and that the more valued people feel, the more they’re freed and inspired to create more value.

“2. Transparency rules. My colleague Annie Perrin and I began our day at Ford at 8 a.m. by attending Ford’s weekly Business Plan Review, which includes all of its senior executives around the world. Outsiders are regularly invited to observe the meeting. Every executive reports any new information that might influence Ford’s overall revenue projections, or any other part of its plan. Mulally operates on the assumption that the truth will set you free, even when it hurts.

“3. Personal responsibility. The day we were there, one Ford executive described a significant shortfall on a particular projection. It was the sort of acknowledgment that might have prompted high drama in many boardrooms. In this case, the executive simply went on to list the ways he intended to address the shortfall over the coming days and invited other suggestions. No energy was wasted in wringing hands or avoiding responsibility or assigning blame. The focus was entirely on solutions.

“4. A mission worth believing in. Mulally believes that ‘to serve is to live,’ and he has rallied the notoriously factionalized and siloed Ford around a shared mission that is simple and compelling: make Ford the leader in quality, safety and fuel efficiency.

“Public opinion may not have caught up yet, but the company has made significant progress on each of those fronts. Consumer Reports last month recommended 70 percent of Ford’s vehicles, for example, versus 17 percent of GM’s and none of Chrysler’s. Ford’s cars have significantly improved in reliability, and the company has an aggressive commitment not just to hybrids, but also to plug-in electric cars and to equaling or exceeding its competitors in fuel efficiency in all classes.

“In the midst of a perfect storm, Mulally has created a culture in which his team is working together closely to create a new kind of company. When the economic clouds finally do part, these executives have a shared conviction that they’ll emerge, along with Toyota and Volkswagen, as one of the three truly global automobile companies.

“I’m not about to bet against them. I haven’t owned an American car in 20 years, but after a day hanging around Mulally and his team, I intend to buy a high-mileage electric Ford as my next one.”

This article encouraged me because, in the midst of great challenge and adversity, a car company executive is rallying his troops and making smart business decisions to accomplish a mission that will benefit many people. He’s using his motto “to serve is to live” as a way to conduct his life with integrity and meaning.

Your challenge this week is to find ways to think positively about what’s happening economically by seeking out optimistic ways to interpret difficult situations. Perhaps you can’t hire someone for a new position but have to think of new ways to train your existing workforce so they work more efficiently. Maybe you plan a celebration at work or at home and think of more creative ways to make it happen, like having a potluck. I have been creating new payment arrangements with some of my clients to make it easier and more equitable for both of us during these lean times. Think of giving your people a mission that’s simple and easy to believe in, something that will allow their passion and commitment to transform much of what is negative into a positive.

As my grandmother used to say, “Try turning lemons into lemonade.”

Have a good week,

Kathleen

Kathleen Doyle-White
Pathfinders Coaching
(503) 296-9249

© Copyright 2009 Pathfinders Coaching, Scout Search, Inc., all rights reserved.

The Importance of Rigor and Relationship In Management

Good day, team,

Last week I visited my father at his new residence, an upscale assisted living center called Falmouth by the Sea, in Falmouth, Maine, on the Atlantic Ocean. I could write extensively about my experience of the place, the situation my father is in, and my overall impressions of what happens to people who grow old and infirm and end up in these kinds of facilities, but honestly, I’m still digesting much of what I experienced. Perhaps some of my impressions will make it into future challenges.

That being said, a column I read in the New York Times yesterday got me thinking about my father and one of the gifts both my parents gave me as a child. The title of the piece is “No Picnic For Me Either” by David Brooks. You may recognize that phrase, since it is attributed to Barack Obama’s mother. Evidently, the young Obama was struggling in school, and his mother decided to wake him up at 4:30 a.m. to tutor him. When he complained about getting up so early in the morning, her comment was “This is no picnic for me either, buster.” Brooks points out the two traits in this scenario that are necessary for academic success: relationship and rigor.

This anecdote reminded me of my father and the kinds of sacrifices he and my mother made in raising my sister and me. I look back now and see that the quality of the relationship they had with us and the rigor they put us through helped us to value the results that come from working hard and challenging ourselves. We were encouraged to make a contribution to the greater good, and my parents tried to set an example by doing the same in their own lives.

I recall my father driving many hours to some historical spot in New England, while my sister and I complained bitterly in the back seat, wanting to be anywhere but in a hot, muggy Plymouth station wagon, searching for the exact spot where some historical battle had taken place that was key to this country’s success in winning the Revolutionary War.

Once Dad found the spot, he stood on the grassy knoll in his Bermuda shorts, black socks and wingtip shoes and narrated the story of what had happened there and why it was so important in winning our freedom from the British.

I can still hear him say, with great passion, “Just think about it: Right here, our soldiers pushed the British back and held their position. If it hadn’t been for that resistance, we might not have the right to vote!”

We thought he was weird back then. We rolled our eyes as he spoke and hoped we could soon drive to the nearest ice cream parlor for some relief. But years later, when I was sitting in a history exam, it was that particular battle that I wrote about, with so much eloquence I got an A for my final grade. At that moment, I greatly appreciated my father’s rigorous efforts to try to teach my sister and me experientially, rather than just telling us to read the next chapter in a history book.

My experience in coaching and training has taught me that relationship and rigor are fundamental to the success of anyone’s personal and professional development. Many managers insist that their team members attend training, but if the managers don’t create a strong relationship with them and have a rigorous way of helping them apply that training in their day-to-day jobs, the training is lost and the dollars misspent.

Your challenge this week is to focus on creating better relationships with your people and finding rigorous ways to help them engage more fully in their jobs. Part of this effort is letting people know that there are consequences to their actions. In my father’s case, he would often quiz us after one of our outings (over food, thank God) about what we remembered. The positive reinforcement we received from both of our parents when we came up with the right answer was reward enough. And, conversely, if we spaced out and allowed our bad attitudes to prevent us from paying attention, the follow-up conversation was not a fun experience, and we inevitably felt stupid and left out.

In working with team members, many rewards come from adding extra rigor to the way things get done. How about setting stretch goals for your team members and checking in with them each day to see whether they’re going above and beyond what’s normally expected? Maybe you create a competition so that people are rewarded for thinking of new ways to use a product or service. Perhaps it’s time to take them out of the office and engage them in a team activity so they come back the next day refreshed and willing to re-engage after having had a different way of connecting with each other.

In the end, working hard, being held accountable, and getting recognition for the results of that hard work make everyone on the team happy. But it’s an even more enriching experience if the people you work for take a passionate interest in you, and invest in your success by showing you how deeply they care about your continuous improvement. Statistics show that when times get tough, people naturally come together to help and support each other. The smart companies I work with are using our current economic hard times to strengthen their one-on-one relationships with their team members and putting more energy into challenging them to do a better job.

In the case of Obama’s mother, we see that she cared passionately about his future and was willing to make the extra effort to help him realize that future. She was also disinclined to put up with any of his bellyaching about it. I think that attitude served him well.

Have a good week!

Kathleen

Kathleen Doyle-White
Pathfinders Coaching
(503) 296-9249

© Copyright 2009 Pathfinders Coaching, Scout Search, Inc., all rights reserved.

Follow Your Bliss

Good day, team,

I’m reading a wonderful book, “The Three Marriages: Reimagining Work, Self and Relationship,” by David Whyte. Here’s a quote that best describes what the book is about.

“We have the remarkable ability as human beings to fall in love with a person, a work, or even, at times, an idea of ourselves.” He asserts that our current understanding of work-life balance is too simplistic. The ways in which we think about our work, relationships and inner selves seem to frustrate and exhaust us. Whyte argues that it’s impossible to sacrifice any one of these aspects of our lives without causing deep psychological damage and invites us to examine each marriage with a fierce but affectionate eye. He explores these three parts of our lives with profound observations and conclusions that I’m finding eye-opening and provocative.

The conclusion Whyte comes to in Chapter 6, “Opening a Tidal Gate: The Pursuit of Work Through Difficulty, Doubt and Distraction,” is at the heart of this week’s challenge. He writes, “In building a work life, people who follow rules, written or unwritten, too closely and in an unimaginative way are often suffocated by those same rules and die by them, quite often unnoticed and very often unmourned.”

This conclusion spoke loudly to me as a coach. Many clients have come to me for guidance in finding a life, as though they’ve lost the life they had; they tell me they can’t remember the last time they felt any joy in their lives or that they’re feeling a depression so deep they seem to be completely lifeless.

One man has asked me to share his story in hopes of helping others. When I began working with him, he was no longer able to get out of his recliner. That is, he had reached a point in his life where all he did was go to work and then come home and return to his recliner in front of the television. His wife served him his dinner there, and he slept in it all night. He was beginning to worry that he might wake up one morning and not be able to convince himself to go to work, that he might stay in his recliner 24 hours a day and one day not be able to get out of it at all.

When I asked him questions about his work, he would often say, “Well, I just fly under the radar. No one really notices me, and I just go about my business and always follow the rules. I don’t make waves, and people just leave me alone.” And when I asked him what made him happy, he couldn’t remember.

This experience is not as unusual as you might think. By living our lives without any real desire, the fire within us dims and, eventually, can go out. If we’re always following the rules and not allowing our imagination to challenge the status quo, we disengage and our lives become stale.

It took my client awhile to remember when he had last felt genuine joy and happiness. These memories had become locked up and hidden under layers of always being responsible and reliable, always doing the right thing. As we worked together, he began to remember the joy he experienced when he went fishing as a young boy. When he spoke about those days, tears formed in his eyes and a smile spread across his face. I could see his desire begin to reawaken his heart.

My client began to use his vacation days to go fishing. At first, he went by himself, but after awhile he began to invite friends and colleagues. After awhile, he brought pictures of the fish he caught to put in his cubicle at work. His wife started learning about fish preparation and wines that go best with certain fish dishes. He even made up a sign at work that read “Gone fishing” when he needed quiet, concentrated time in his cubicle and didn’t want to be disturbed. His colleagues laughed at his quirkiness, but they were happy to see him re-engaged and no longer depressed. My client began to connect his work, his relationship and his inner self around his love of fishing, and it reignited his joy in life.

Today, he is semi-retired. In the summer, he works at a children’s camp where he teaches the kids to fish. During the rest of the year, he writes articles for fishing magazines when he’s not out fishing himself.

Your challenge this week? Don’t be afraid to build a work life that includes those things that keep your inner fire alive. Maybe you haven’t spoken your mind lately and feel the need to disagree and have your views heard. Experiencing a moment of your own courage can light your fire in an instant. Perhaps you love flowers: Make sure you have them on your desk where you can see them each day. How about challenging yourself to use your creative imagination to improve a project you’re working on, or suggesting to your team members that you all try taking a different approach to solving a problem? How about allowing yourself to fail or to be wrong just for the sake of experimentation? If necessary, spend some contemplative time figuring out what used to make you really happy and try incorporating that into your daily schedule.

As a child, I used to spend many hours in the basement dancing to all kinds of music. I made up steps and tried them out. Sometimes I would just turn circles; other times I would pretend I had a handsome dance partner who whisked me across the floor. Now when I’m feeling depressed, I plug in my i-Pod headphones and dance a few steps to lighten my load. It always works, and even if people see me, they don’t seem to mind.

“Follow your bliss,” counseled Joseph Campbell. And I say, once you know what it is, find a way to live it.

Have a good week!

Kathleen

Kathleen Doyle-White
Pathfinders Coaching
(503) 296-9249

© Copyright 2009 Pathfinders Coaching, Scout Search, Inc., all rights reserved.