Category: Executive Leadership

How Commitment Keeps Us Engaged

Good day, team.

The subject of commitment keeps coming up in my coaching sessions lately, so I thought I would offer some thoughts on the topic this week.

Many years ago, I participated in a management training called “Situational Leadership.” The course introduced me to the idea that a person’s work life is really made up of two things: commitment and competency. At any given time, in any situation, you can diagnose how well team members are doing based on how committed they are to the work and how competent they are in performing that work. This idea makes sense to me. In coaching others, I can plainly see that, in some cases, people love the work they do and need little or no motivation from their manager to continue doing it.

However, there are some tasks that people don’t enjoy at all, and they often need an extra push from their manager to get them done. When faced with these tasks, people frequently get stuck and their competency decreases. But when doing what they love, the same people sail right through an assignment and even ask for more of that work when they are done.

Consequently, managers need to provide different styles of management depending on what their team members are doing. If a person’s commitment level decreases, he or she probably needs more emotional support. If his or her competency flags, he or she most likely needs more direct instruction.

Through my coaching experience, I have seen how important it is for managers to be versatile in their management styles. The most successful managers first observe how their team members are doing and then use the style that gets the best results for each individual team member in each particular situation. Managers who fail tend to use the same style over and over again and aren’t observant or versatile enough to change how they manage others.

The worst managers judge their team members based on only one or two situations and then label them as being either uncommitted or having low competence, if not both. These managers have difficulty seeing their team members in any other light, and the individual is then doomed to fail. I have heard some managers make comments like, “He’s always so slow in getting stuff done,” or “Why doesn’t he communicate more effectively with others? No matter how many times I try to help him, he just doesn’t get it!” These comments are red flags to me.

I have learned that in the areas of commitment and competency, it’s fairly easy to direct someone to be more competent. If you want someone to use a computer more effectively, you can sit down with them and direct them through step-by-step instructions. But getting a team member to want to learn how to use the computer — or increase their commitment level — is a different matter. Management by support is much more difficult.

Lack of versatility in an individual manager’s style extends to the teams they manage. Most teams tend to take on the personality and behavior characteristics of the person who leads them, so when a manager lacks versatility, the team does also. Eventually, these teams are unable to commit, and ultimately, people disengage. Without an emotional connection to the project or the manager, people lose the energy it takes to get results.

In “The Five Dysfunctions of a Team,” Patrick Lencioni gives excellent descriptions of teams that fail to commit and those that commit. Here’s what he says:

A team that fails to commit …

*

Creates ambiguity among the team about direction and priorities
*

Watches windows of opportunity close because of excessive analysis and unnecessary delay
*

Breeds lack of confidence and fear of failure
*

Revisits discussions and decisions again and again
*

Encourages second-guessing among team members

A team that commits …

*

Creates clarity around direction and priorities
*

Aligns the entire team around common objectives
*

Develops an ability to learn from mistakes
*

Takes advantage of opportunities before competitors do
*

Moves forward without hesitation
*

Changes direction without hesitation or guilt

This week, if you manage others, ask yourself if you’re versatile in your management style. Do you direct people when they need it? Or do you offer them more emotional support when their commitment wanes? Do you know how to diagnose how your people are doing in any given situation? Do you see what’s really challenging them? Do you know when to let them do what they love with only an occasional check in to make sure they’re on track?

Read through what Lencioni says about committed teams and ask yourself in which category your team falls into. If you’ve never taken a management course that gives you more tools for dealing with your team members, sign up for one. We don’t automatically have these skills — we need to learn them.

If you’re not a manager but work for one who continues to use the same style over and over again, try being more clear about what you actually need from him or her. Do you need more clear instruction or do you need some extra encouragement by being told you’re doing a good job once in awhile?

As Lencioni points out, successful managers ensure team commitment by taking steps to maximize clarity and achieve buy-in. Ask yourself this week how committed you are to what you’re doing. If you’re into it, then keep going. If you’re not, find out what you need to do to reconnect to the work within yourself. And if you’re managing others, be versatile enough to see what the team needs to succeed.

Have a good week,

Kathleen

Kathleen Doyle-White

Pathfinders Coaching

(503) 296-9249

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

Showing Appreciation For Our Fathers and Leaders

Good day, team.

Today is Father’s Day, and although I’m not fond of how we’ve commercialized these “Hallmark holidays,” I do think that honoring our fathers is an important tradition in any culture.

This week, I’ve been thinking about fatherhood and leadership and the similarities between the two. A father is the male head of a family, and a leader is someone who is the oldest or most venerable of a group. Both roles require certain sacrifices that we often don’t acknowledge.

My father played both of these roles. He was head of household, authority figure, teacher and intellectual inspiration, moderator, and corporate executive — all rolled into one. I never understood how lonely he was in many of these roles until he was much older and finally told me. He said he often felt excluded from the rest of the family. He never had a son, and he was surrounded by a succession of wives and daughters, who saw him as essential in his role as provider but deficient in his ability to emotionally relate to us. He was the quintessential “Mad Men” character from the 1950s who followed all the rules that society defined for him. But he cheated where he had to in order to appease an inner life that was angry about his compliance and constant servitude. We, of course, just accepted him by thinking that this was the way dads were and often took him for granted.

As the chief executive in a company, he often experienced loneliness at the top. Final decisions were left to him, and he longed for greater support from others but was not always able to ask for it. I remember him saying once, “When you realize that all 520 employees rely on you everyday to ensure that they take home a paycheck to support their families, it weighs heavily on your conscience when you make a risky business decision. At the end of the day, there’s no one else to blame if it all goes wrong.”

I have a hard time relating to what it might feel like to have been raised to believe that I must provide for others. As a businesswoman, I’m always grateful that I’m not burdened by this notion. I’ve only had to provide for myself and anyone else I chose to support, but it’s never been a mandate. Even today, many men grew up with these patriarchal handcuffs and are severely judged when they don’t meet the standards our society has set up for them.

This week, let your father or a father in your life, know how much you appreciate him. Try pointing out the specific things he does that make a positive difference in your life. Spend some time with him doing what he loves. For example, my Dad was a great lover of jazz music. He had an extraordinary collection of old jazz albums that he would play for me when I visited him. We would sit in his den, listening to old jazz recordings, enduring the pops and cracks caused by the age of the album as it spun on the turntable. My Dad would smile from ear to ear with his eyes shut, just loving the music. I was able to show my appreciation for him by allowing him to share something he loved with me.

How about also showing appreciation for your boss? Whether your boss is a man or a woman, a little appreciation goes a long way for someone who often spends lots of solitary time worrying about your welfare and the success of your team.

William Shakespeare wrote, “Uneasy lies the head that wears the crown.” This week, try easing that weary head and heart by showing your love and appreciation.

Have a good week!

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

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

The Necessity for Setting Healthy Boundaries

Good day, team,

This past week the subject of setting healthy boundaries came up on several occasions. Here’s a previous challenge that addresses this subject.

The coach’s challenge this week is about setting healthy boundaries with people at work. Professional boundaries are important because they define the limits and responsibilities of the people with whom you interact in the workplace. When everyone in an organization is made aware who is responsible for what, healthier workplace environments are created. It then becomes very difficult for someone to blame others for their failed or inadequate performance and good job performance can clearly be identified.

When everyone on your team understands what to do, how to do it, and when to do it, team members feel safe in their roles. A smooth functioning organization is a tangible demonstration of the team leader’s commitment to their team’s success, which creates trust in leadership. It is the responsibility of every team leader to set the tone of the group by clearly defining acceptable and unacceptable workplace behavior. An effective leader understands that failing to define boundaries, having no boundaries, or having inappropriately rigid boundaries can have an unfavorable impact on their organization and employees. In some cases boundaries need to be firm. For example, lying, stealing, or verbally or physically abusing others is never allowed.

It may sound as if the responsibility to create a smooth functioning organization falls only upon the team leaders or managers; however team members have a role to play as well. It is the responsibility of everyone on the team to be willing to speak up to a colleague or supervisor and clearly define their problem and help find a resolution that works for the team.

Another important area that should be negotiated is interpersonal boundaries, because professional and interpersonal boundaries substantially impact workplace productivity and the quality of social environment. Interpersonal boundary parameters include:

* The tone people use with each other.
* The attitude and approach co-workers use with each other.
* The ability to focus on work objectives even with people you don’t
like or with whom you are having personal conflict.
* The ability to effectively set limits with others who have poor
boundaries.
* Clearly defining the consequences when a boundary is violated and
sticking to it.

Boundaries will have no meaning if your actions don’t back up your words.

Here are some suggestions for setting healthy boundaries with your team members:

1. Know your limits: what you can do well within the allotted time frame.
Don’t exaggerate your ability by overselling it. Give accurate estimates. Delivering a good product on time will improve your credibility, while missing deadlines or delivering a substandard product will only hurt your reputation.

2. Tactfully and openly communicate about goals and limitations.
Don’t try to undersell or misrepresent your ability. Underselling artificially prevents you from being able to demonstrate your professional skills, which might affect your career advancement. When discussing your limitations, focus on what you want and what you are willing to do to get it. Keep your focus on your positive intentions; ask for help when it’s needed to ensure good quality work; actively engage in problem solving, and don’t complain about the problem. Ensure that others are receiving the message you intended by asking for feedback when it’s not forthcoming.

3. Be available to discuss differences and reach agreements.
Reflect back your understanding of the other person’s needs, interests, and concerns. Attempt to negotiate win-win solutions.

4. Don’t be afraid to let someone know if they’re acting inappropriately. Work place bullying is much more common than we think; it can come in the form of expressing undo negativity towards another, intentionally excluding others from team activities, or ganging up on someone. It can also come in the form of domination by withholding information or not keeping one’s part of the bargain by actively engaging and contributing to the work. It’s important to let people know when they act out inappropriately and that it is unacceptable and won’t be tolerated. The emotional health and safety of an organization depends on direct and clear communication when someone has trespassed on a professional and/or personal boundary.

This week, try setting healthy boundaries with your team members. You’ll find that establishing boundaries and priorities go hand in hand because they both help manage interpersonal relationships in the workplace. Together they go a long way toward establishing productive work environments based on trust. Competent and credible leaders understand these principles and consistently model them for their staff.

Have a great week!

Kathleen

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

* Special thanks to the Faculty and Staff Assistance Program (FSAP) at UCSF for most of the information in this challenge. They are a great resource!

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

How To Build Trust

Good day, team.

Last week, a client of mine sent me the following sentiment: “You would be a good person to be with in a foxhole.” I think this is one of the best compliments I’ve ever received. It means much to me to be seen as reliable and trustworthy, and these words could not have said that any better. So I decided this week’s challenge would be about trust and how we gain the trust of others.

I’ve had an opportunity to share the trust equation with many of you over the years, but I will mention it here for those of you who are not familiar with it. Basically, it says that trust = reliability + competency + intimacy, divided by self-orientation.

When an employee at eBay first introduced this equation to me, I was put off. The notion that trust could be reduced to a simple equation seemed impossible to me. How could you take such an emotional subject and use math to describe it? But over time, I’ve turned my thinking around. Much about this equation is spot on in terms of how we learn to trust the people we work with.

When getting to know the people, we first tune into how reliable they are. It’s as simple as seeing that they routinely show up on time for meetings. Or maybe if they are going to be late, they send a text or call to let you know that they’re running a bit late. Either way, we begin trusting others by seeing how reliable they are.

Second, we want to know that our co-workers can do what they say they can do. That’s competency. If I say I’m a coach, am I capable of doing my job? When you work with other people on a team, their abilities are key to the team’s success, and you want to know that they can do the job they’ve been assigned. If not, the entire team suffers.

The third component of the trust equation is intimacy. This part is tougher to define but my view is this: Intimacy develops when you know someone has your back and you know he or she won’t speak poorly about you when you’re not around or when the fur starts to fly. Intimacy grows when you know you can meet with someone one on one and tell each other the truth, no matter how bad it sounds or how embarrassing the situation. This kind of emotional intimacy between team members is irreplaceable; it creates a bond between people that is worth its weight in gold.

So, if these are the components of trust, what does “divided by self-orientation” mean? Self-orientation, as stated in the trust equation, refers to the way a person orients him- or herself in relation to the team as a whole and each team member individually. Team members who are totally self-oriented are focused on their own individual benefit. These people are only in it for themselves and their personal gain. They really don’t care about the team or their fellow team members. As long as they get what they need, they’re fine. This phenomenon will break trust in an instant. Even if a person is reliable, competent and able to be intimate with you, you will not trust him or her if you have an inkling that he or she is only doing all these things for personal benefit. Conversely, if someone is not always reliable or competent or isn’t able to be intimate, we will trust him or her if we believe that in their heart of hearts, they really want what’s best for their fellow team members.

All trust is challenged over time. So, how do we ensure that the trust we build remains a constant in our friendships and working relationships? We do this by coming back to the trust components that reaffirm the relationship. We remain open and willing to have the hard conversations. We tell the truth, no matter what it sounds like. We reach out and ask for help when we need it. We continue to respect each other by being willing to come back to the table, whether we agree or not, and listen. We ponder what our co-workers propose even when we are opposed to what they’re saying. We do not speak poorly about them with others. We are not afraid to let them know how much we care about their well-being and how happy we are to be on the same team with them.

This week, think about who’s in the foxhole with you. When things heat up, who’s right there with you? Who’s willing to stand by your side when you’re not popular or politically correct? When you’re suffering through a difficult time with a project or another co-worker, who’s willing to listen to your woes and able to be honest with you, even if you have a hard time hearing it? Look at your own reliability, competency and intimacy factors. Are you trustworthy? Do others see you as a team player, someone who lives the phrase, “all for one and one for all”?

We were not put on this earth to be alone. Our ability to trust each other is a key component to our happiness as human beings as we try to live together. Work to be reliable and competent and then extend yourself to others to create intimacy. You may just find that as you do so, others will trust you even more.

Have a good week!

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

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

The Importance of Ceremony and Celebration

Good day, team.

Maybe it’s the upcoming marriage of the future King of England or the emerging buds on our lilac bushes, but this week, I am reminded of the importance of celebration, ceremony and new beginnings. Spring and summer are the time of year when the ceremony of marriage often takes place, and we most often experience new beginnings. We mark the new beginning for the bride and groom by creating an event that sanctifies and celebrates their union. Many other types of ceremonies mark some aspect of change in our lives, and this week’s challenge is about taking the time to acknowledge them.

We often think of change as just one thing, but it is, in fact, three things: an ending, a transition and a beginning. When something comes to end, we need to release it. Then there’s a period of transition that is often disorienting and scary because we’re not sure what we’re moving toward. Eventually, a new beginning occurs. This happens with the budding of the leaves on the trees; it happens with the rising of the sun each day; it happens to us as we move into new phases of our lives. How do we acknowledge these changes and, in particular, the events that significantly impact our lives?

Since the beginning of the year, we’ve seen so many powerful events: the uprisings in Egypt and other countries in the Middle East, the earthquake and tsunami in Japan, the recent tornadoes in the Midwest — all of these events have created enormous changes in the way people live their lives. It’s easy to concentrate on the tragedies that occur in these times of change, but what about the new beginnings they create? Last evening, I watched a short film about a Japanese man who has rebuilt a small hut for his family to live in after losing everything in the tsunami. Having just finished the front door of his new home, he had his family join him inside. They gathered around him as he lit a candle and placed it in the middle of the floor and prayed to the Buddha. He expressed his gratitude for having a roof over his head and a family that was still alive and well. I was moved by his courage and appreciation in the midst of such a meager beginning.

Big life events force lots of readjustment. In each case, it is important to acknowledge the end of one way of life and embrace a new way. Celebrating or creating a ceremony for these events seems appropriate and also very helpful to the people experiencing the greatest change.

We also can celebrate our good fortune. Most companies have rewards and recognition programs that give teams the opportunity to celebrate their successes, often with a ceremony or some type of ritual to honor those who have gone above and beyond their normal work requirements to contribute significantly to the success of the business and their team. The importance of these events has been proven time after time in studies of team dynamics and motivation. People love to be recognized for doing a good job and taking the time to celebrate their success goes a long way toward continuing to motivate them.

Your challenge this week is to acknowledge the changes that have occurred in your life recently and to create some form of celebration or ceremony as you move from one part of the change to another. We often think of celebrating as involving many people, but these rituals can be quite small and intimate. Perhaps you can light a candle for someone who has recently died and take a few moments to contemplate his or her passing. Maybe you are close to a person who has had a baby or is sending a son or daughter off to college for the first time. Maybe you could take someone who’s recently changed jobs out to lunch to celebrate the new venture. These events deserve some form of acknowledgment that helps the people who are most affected move from what used to be to what is now. In your workplace, see if you have rightfully acknowledged your team members recently. Have you taken the time to celebrate their successes and to thank them publicly for doing such a good job?

Life often asks us to make a rite of passage. Our ability to do this is much more meaningful when we share in ceremony or celebration with others as we move toward a new beginning.

Have a great week!

Kathleen

Kathleen Doyle-White

Pathfinders Coaching

(503) 296-9249

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

The Importance of Civility and Modesty in Leadership

Good day, team.

This week, I’m happy to send the second part of what I wanted to share about the subject of civility. The following comes from John Limb, the publisher at Oregon Catholic Press (OCP) here in Portland. After reading an editorial written by David Brooks in our local newspaper, John was quite impressed with how Brooks wrote about civility via modesty. Here are John’s comments and an excerpt from the editorial:

“The following is an excerpt from an editorial written by David Brooks as it appeared in a Saturday issue of The Oregonian a few months ago. It is excellent — perhaps the best editorial Brooks has ever written. Its subject is civility via modesty. While directed primarily at politicians, I think Brooks’ advice is good counsel for anyone in a leadership position. I recommend you read the whole editorial, but I especially like the following excerpt:

‘Every sensible person involved in politics and public life knows that his or her work is laced with failure. Every column, every speech, every piece of legislation and every executive decision has its own humiliating shortcomings. There are always arguments you should have made better, implications you should have anticipated, other points of view you should have taken on board. Moreover, even if you are at your best, your efforts will still be laced with failure. The truth is fragmentary, and it’s impossible to capture all of it. There are competing goods that can never be fully reconciled. The world is more complicated than any human intelligence can comprehend. But every sensible person in public life also feels redeemed by others. You may write a mediocre column or make a mediocre speech or propose a mediocre piece of legislation, but others argue with you, correct you and introduce elements you never thought of. Each of these efforts may also be flawed, but together, if the system is working well, they move things gradually forward. Each individual step may be imbalanced, but in succession, they make the social organism better. As a result, every sensible person feels a sense of gratitude for this process. We all get to live lives better than we deserve because our individual shortcomings are transmuted into communal improvement. We find meaning — and can only find meaning — in the role we play in that larger social enterprise.’

“I particularly like Brooks’ comment that ‘even if you are at your best, your efforts will still be laced with failure.’ That’s why we need one another to do our best work. That’s why we have co-workers to help us be the best we can be, both as individuals and as a company. I have been publisher at OCP for more than 18 years now. As OCP’s chief executive, I can certainly attest to this — both professionally and personally. These are good words to consider whenever we think we have all the answers or have the best answer or can’t possibly be wrong. As Brooks says, we are all ‘redeemed by others …We all get to live lives better than we deserve because our individual shortcomings are transmuted into communal improvement.’ May we all have the modesty to realize and accept this truth.”

Your challenge this week is to think about how important your co-workers are and show them your gratitude. Consider how often they help you become a better manager or offer you a suggestion that makes your life easier or create a new process that lightens your load. Realize how often your thoughts and ideas are only one piece of a much larger puzzle that could never be solved without the help of others. Be grateful for all the times you’ve made a mistake and there’s someone right by your side willing to help you out of the mess you’ve created. Thank your teammates for being there to support you and forgive your failures.

Understand that civility comes from the modesty to know that we cannot do any of this alone. Let yourself be “redeemed” by the people around you.

My special thanks to John Limb for allowing me to publish his thoughts about the editorial. He inspires many of us who are fortunate enough to work with him with his wisdom and dedication to servant leadership.

Have a good week!

Kathleen

Kathleen Doyle-White

Pathfinders Coaching

(503) 296-9249

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

The Importance of Civility

Good day, team.

This past week, I had the delightful experience of traveling to Vancouver, B.C., to visit a client. I’m particularly fond of Vancouver, so I intentionally arrived a day early to enjoy the city.

As in past visits, I was struck by the friendliness of the Canadians and how helpful they are, especially to travelers. From the fellow who helped me buy my ticket for public transport to the woman in the elevator at my hotel who introduced herself as one of the staff, handed me her card and offered to assist me in any way she could, I was delighted by each encounter. I found the same attitude in the meetings with my client. Each person I spoke with was friendly and welcoming. They were respectful and courteous in their demeanor.

These experiences made an impression on me, and I realized it’s because so many people in this day and age seem to have lost their civility, along with the graciousness that generally accompanies it. To define “civil,” I refer to two definitions:

1.

Adhering to the norms of polite social intercourse; not deficient in common courtesy
2.

Marked by benevolence — “He was a very civil sort; we liked him immediately.”

So many people seem to have lost the value for what it means to be civil when communicating with others. In today’s world, we hear people use swear words on a daily basis. Many programs on television and radio focus on violence and negativity (watch or listen to any of the talk show hosts and you’ll be appalled by the lack of civility and humanity). The way many people relate to one another is void of grace and eloquence. I remember my father saying to my sister and me, “Try to keep a civil tongue in your head.” But that’s not a phrase I hear any longer.

One thing I remember strongly about our annual visits to see my grandparents in Boston is the civil tone that was always used in their household. My father’s father was a lawyer, and listening to him speak about almost any subject was a delight. He read Latin and Greek and was extremely well versed in classical literature. Consequently, he had an extensive vocabulary and was an accomplished orator. My grandmother, also well educated, occasionally would spice up the conversations by adding a ribald (but never vulgar) comment now and again just to “get his goat,” as my grandfather said. She’d get a chuckle from the rest of the dinner guests. Sunday dinner at their home was always a somewhat formal affair but not without warmth and humor. The entire event had an air of civility and graciousness that I often try to recreate in my own family dinners.

Visiting my mother’s parents in Maine was a very different experience, but no less in its graciousness. My maternal grandparents were more down to earth and approachable. My grandfather, Pearl Woodbury, or “Woody” as he was affectionately called, always had a smile and a helping hand for everyone. The sparkle in his blue eyes and ever-present sense of humor were known to all. He and my grandmother had a loving way of being together, and they showered grace on their family and friends. I never heard my grandfather say a bad word about anyone, and he was always civil in his tone and interactions.

These people raised my parents to be civically minded; that is, with the understanding that doing one’s civic duty and helping the community was a requirement of those more fortunate than others. Although my mother’s family was not wealthy by any means, they had strong values and extended their help whenever they could to friends and community members in need. I realize now that this made them richer than many people I’ve known who have much greater material wealth.

Both of my parents were always active in our community and church, wherever we lived. It made them happier and better people to be able to extend themselves to others, and they made every attempt to be courteous and respectful to others, just like the Canadians did for me this past week.

These ideas of civility and graciousness may seem a bit outdated. But, even in today’s world, I see that a person who shows a strong sense of civility and graciousness in their dealings with others is highly respected.

Your challenge this week is to think about how civil you are in your speech and actions. Would others describe you as gracious? How about the way you communicate with others in meetings and social events? Do they see you as a bully or vulgar? And do you extend yourself to others? Do you involve yourself in community activities that serve others? This week, try being more civil in your conversations. See if you can find ways to extend yourself with grace and warmth.

In closing, I share one of my favorite quotes about civility from the country singer, Emmylou Harris. She said, “As citizens, we have to be more thoughtful and more educated and more informed. I turn on the TV, and I see these grown people screaming at each other, and I think, ‘Well, if we don’t get our civility back, we’re in trouble.’ ”

Have a good week!

Kathleen

Kathleen Doyle-White

Pathfinders Coaching

(503) 296-9249

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

The Transformational Aspects of Design Thinking

Good day, team.

I wrote this week’s challenge in 2008 after reading an article in the Harvard Business Review titled “Design Thinking” by Tim Brown, CEO and president of IDEO, an innovation and design firm in Palo Alto, Calif. It’s as relevant today as it was then.

Here’s how the article starts:

“Thomas Edison created the electric light bulb and then wrapped an entire industry around it. The light bulb is most often thought of as his signature invention, but Edison understood that the bulb was little more than a parlor trick without a system of electric power generation and transmission to make it truly useful. So he created that, too.

“Thus, Edison’s genius lay in his ability to conceive of a fully developed marketplace, not simply a discrete device. He was able to envision how people would want to use what he made, and he engineered toward that insight.

“Edison’s approach was an early example of ‘design thinking’—a methodology that imbues the full spectrum of innovation activities with a human-centered design ethos. By this I mean that innovation is powered by a thorough understanding, through direct observation of what people want and need in their lives and what they like or dislike about the way particular products are made, packaged, marketed, sold and supported.”

Brown’s observations got me thinking about people who design great products and the particular approach they take in the design process. In the article, Brown points out five characteristics most typical of designers.

The first is empathy. Good designers can imagine the world from many different perspectives and are acutely aware of details that others don’t see. It’s always about people first and how others will experience (feel, think about and use) their product.

The second is integrative thinking. Good designers can analyze what’s needed and also consider all the contradictory perspectives that might confound them. They create novel solutions to go beyond and dramatically improve the existing alternatives.

Third, they are optimistic. They believe that at least one of their solutions will work and improve upon anything that currently exists.

Fourth, they constantly experiment and explore new possibilities.

And fifth, they often work in a variety of disciplines, never taking just one approach. They are not only engineers but can think like marketers, psychologists and anthropologists. They involve themselves with other specialists to expand their view of the world.

Certainly, we are not all designers by trade or inclination. But for anyone in business, whether you produce light bulbs or provide a service, creating something that people want to buy and use is the name of the game. I think we can all use Brown’s suggestions as a guide for creating better products and services.

Your challenge this week is to consider these five characteristics and see if you can apply them to your work. Maybe you’re a manager trying to think of a new way to motivate your team members. Can you design an activity that would inspire them? Have you considered what they would experience while doing the exercise?

Perhaps you’re working on a new product, and you haven’t really looked at it from a marketer’s point of view. Asking your marketing associates how they would promote your product might give you the perspective you need, even if it contradicts your original design ideas.

Say you’re a product marketing professional. Don’t forget to include your engineers from the get-go if you want to deliver a successful product. Are you convinced that your innovative ideas will be useful to others? If not, why would anyone else be convinced? Quite simply, have you actually used the product or service you’re offering? Try it out so that you know exactly what it feels like.

Everywhere we look, we see problems that can be solved through innovation: energy usage, healthcare, world poverty, to mention a few. Brown writes, “These problems all have people at their heart. They require a human-centered, creative, iterative and practical approach to finding the best ideas and ultimate solutions.”

This week, try taking a more people-centric approach to solving problems and use empathy, integrative thinking, optimism, experimentation and a variety of disciplines to help you innovate.

Have a great week,

Kathleen

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Kathleen Doyle-White

Pathfinders Coaching

(503) 296-9249

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

Which Wolf Do You Feed?

Good day, team,

Back in June of 2009, I shared this challenge with you. I am re-publishing it for your consideration.

This week’s challenge comes from an old Indian tale, “Two Wolves,” which was shared with me by a *coaching contact. She heard it from Lou Tice, chairman of The Pacific Institute, an organization dedicated to transforming peoples’ lives through education and training.

“One evening, an old Cherokee man told his grandson about a battle that goes on inside people. He said, ‘My son, the battle is between two wolves inside us all. One is evil. It is anger, envy, jealousy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority and ego. The other is good. It is joy, peace, love, hope, serenity, humility, kindness, benevolence, empathy, generosity, truth, compassion and faith.

“The grandson thought about it for a minute and then asked his grandfather, ‘Which wolf wins?’ The old man replied, ‘The one you feed.’

How often are we faced with a choice about how to react to each day’s challenges? Do we rail at the outrageous winds of fate that pound us from time to time, falling in the pit of self-pity, or do we look upon these moments as opportunities to learn and grow, and broaden the humanity within us?

The good news is that we do have a choice. We can choose to feed the wolf of envy and resentment or the wolf of humility, benevolence and compassion. We can choose to be happy or to be miserable. The choice we make colors our days, our work and our relationships to those around us. Which wolf will you choose to feed today?”

Your challenge this week is to observe what your state of mind is throughout the day and choose what serves you best. Which wolf are you choosing to feed? In some cases, we don’t make a conscious choice but rather find ourselves in a state of negativity that creates a bad day. If you recognize that a difficult state has come over you, then you can choose to do something to get yourself out of it. In that moment you can choose the good wolf, rather than have the evil wolf to determine how your day will go.

The opportunities we have to choose our state of mind and heart are endless. Events throughout our day create all kinds of reactions in us. But if we are self-aware enough to observe what we’re thinking and feeling, we can ask ourselves, “Does this state serve me well?” Just by asking the question you will have an opportunity to choose which wolf you want to feed and which wolf you can tell to find its food elsewhere.

Have a good week!

Kathleen

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

*Many thanks to Debbie Neuberger, Senior Vice President of Customer Care at Move Inc., for sharing this story with me.

© Copyright 2011 Pathfinders Coaching, Scout Search Inc., all rights reserved.

Innovation and How Technology Inspires Us

Good day, team.

This week’s challenge is about innovation. Recently, I read an article in Wired magazine titled “Film School — Why online video is more powerful than you think,” by TED curator, Chris Anderson. It’s all about the significance of online video and the impact it’s having on society.

Anderson’s theory is that online video is creating new global communities, granting members the means and the motivation to step up their skills and broaden their imaginations. He writes, “It’s unleashing an unprecedented wave of innovation in thousands of different disciplines, some trivial, some niche, some central to solving humanity’s problems. But, all in all, it’s helping the world get smarter.”

Here’s an example. Last week I was thinking about starting a new knitting project. My friend’s mother-in-law gave her a pair of hand-knit socks for Christmas, and I was quite impressed with them. They were soft, durable and extremely well made —even pretty. She and I were talking about where we might get a good pattern for knitting socks. What shop in Portland or what book or magazine might give us some good ideas for making socks? In overhearing us, my friend’s young daughter said, “You just need to go on YouTube. I’m sure there’s a good video of someone making socks that would teach you.”

In that moment, I realized what has happened in my lifetime. The old ways of accessing information and getting input have changed drastically. Some say that the print media revolution has become the video revolution, and it could quite possibly have at least as much if not more impact. Watching someone make socks, along with providing instructions, is a much more effective way for me to learn. And, it’s also fun.

Herein lies your challenge this week. Spend some time thinking about fun ways to be innovative and find ways to introduce them at work. It could involve making a video related to your work, but it doesn’t have to. The point is to do something innovative. Maybe you change the way your team conducts meetings by adding a fun exercise at the beginning. Perhaps you suggest new ways your team mates can work together. One coach I know uses old “I Love Lucy” videos to show how Lucy and Ethel often worked together to get themselves out of challenging situations. Another consultant leads weekend retreats during which his clients play games such as bridge, chess, Monopoly, cribbage, horseshoes and so on. He videos his clients while they compete and then in the evening, their entertainment is watching how they play together. This allows them to experience different aspects of each other’s behavior as well as their own.

This week, try being more innovative in your approach. You might find that it wakes everyone up and helps them access more of their creativity and brainpower. And, as the following YouTube video shows, you might just have more fun!

http://www.youtube.com/watch?v=APWW1xzJvsw

Have a good week!

Kathleen

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

© Copyright 2011 Pathfinders Coaching, Scout Search, Inc., all rights reserved.