Tag: business

The Future of the Corporation: Seven Dangers Ahead

Fireworks 

The relevance still remains.  Good to look back to look forward.  Wrote the following post about 2 1/2 years ago:

Talked to my attorney this morning over breakfast (no problems, he's a friend too).  We got to talking about security inside of corporate America.  I, of course, said security in corporate America is pure fantasy.  No bitterness hear, just the facts ma'am.

As we talked, I went out of my way to mention that corporate America is pretty young from a historical point of view.  Why is that important?  The winds of change blow harder on youth.

The main point here is to alert you to what I believe are some dangers (keep in-mind danger is a relative term) ahead for corporate America:

  1. The flight of talented men and women to entrepreneur ventures.  I personally see this as a good thing.  I like the idea of small and nimble organizations increasing.  Besides, anytime you increase the odds against bureaucracy, the world is a better place.
  2. The harvest from the bad seeds of poor leadership.  Some organizations have failed in this area for so long that poor leadership is part of the culture.  And we know how powerful culture is.
  3. Apathetic employees who spend extended (10+ years) inside of the same organization.  Apathy works well when things are going swimmingly, not so well when the tough times come.
  4. Age demographics.
  5. Prosperity.  It was once said that Rome was never conquered, because it committed suicide.
  6. HR departments that have no true say in the corporation's future, but are asked to babysit/discipline employees (managers and staff) who are doing their own thing.
  7. Workers that have no vision.  Without vision, an organization will crumble slowly over time.

Each of the seven dangers are solvable.  But the greater issue is do we have the courage to solve?

The Self-Centered Inluencer

I was at a retreat this past weekend.  It was great.  The teacher/workshop leader was fabulous.  One thing that hit me deeply was when a couple of table-mates told me, rather prophetically, that my vision would lead to further influenicng of the world I run in.  It was good to hear that. 

This post is not about me, except when I misbehave.  And misbehavior is the point.  This post is about the self-centered influencers out there.  You know who I'm talking about.  But if you don't, the following is a short list of descriptions:

  • Evasive in conversation
  • No eye contact
  • Clique prone
  • Two or three faces
  • Deeply insecure

The self-centered influencer has influence beyond position and they tend to be very needy.  These folks really should be in a cube far away from any being who needs connection.

So what happened?  How'd they get to be this way?  I don't have all the answers, but here are my thoughts:

  • The influencer never grew up.  Those who should have held them accountable early on abdicated the responsibility or found no time to make the tough decisions.
  • The pursuit to grow skills outpaced the pursuit to grow character.
  • The organizations (workplace, church, association, home) to which the influencer called home, enabled in the name of fear, money and/or productivity.
  • The influencer ignored the path of legacy.  In other words, if we knew what we were leaving behind we'd be in awe with humility added.
  • The influencer believed the lies told by their own inner-voice.

 

 

When Small Creates Big

I have sometimes fallen into the trap of thinking that I needed to create a big splash in-order to bring home the winning run.  Or even the illusive search for the fictional "silver bullet."  I don't do that anymore.  Call it age and wisdom, but now I'm comfortable with small things.  I'm focused on changing what sphere I've been given to influence.  It's not what Seth Godin or Stephen Covey have authority over.  However, I share a common landscape with both of them.  And that is to change the world-seen or unseen.

It's that seen/unseen stuff that drives us humans crazy.  We want something to show for our toil.  Reasonable, but maybe it's time to turn that desire upside-down.

The following is a speech from Rory Sutherland at a recent TED event.  He's onto something.

 

 

Top Ten Reasons Managers Won’t Lead From a Position of Responsibility

The following post first appeared in 2008.  It's worth a look again.

 

FIRST, HERE'S TO ALL THE MANAGERS WHO LEAD FROM RESPONSIBILITY AND THOSE WHO WANT TO LEARN THE ART.  THESE PEOPLE PROVIDE HOPE.

Now for problem in need of fixing.  In my post on What Management Doesn't Get: Leadership Implies Responsibility I made the argument that managers have a gaping hole relating to leading.

Here is a good list (a starting point) of why managers won't lead from a position of responsibility:

  1. It's easier to command and throw your weight around.
  2. Too many organizations teach (by their actions) that people are a means-to-an-end.
  3. Most managers, if honest, would have to admit they're soft.  When I was escorted out of corporate America for the last time, I discovered this first-hand.
  4. Managers, and those who promote them, don't teach and guide.  Therefore, many managers go by instinct.  It is not instinctual to take responsibility.  If it were, I'd be writing about something else.
  5. Fear and greed.
  6. The tools for education focus too much attention on skills and the attainment of position.  Without a strong emphasis on character, responsibility will not be a priority.
  7. Managers have bought the lie that everything begins with them.
  8. It's hard to lead from responsibility.  It requires a creativity of the highest order.
  9. Deep down many managers have given up.
  10. Too many organizations have become instant everything.  No time for anything except for what's immediately in front.

When Leaders Decide To Turn Around

When a leader decides to repent (I know that term conjures images of a fire and brimstone preacher, but it simply means "to turn around") it's a great thing.  It signifies an awakening and a desire to change.  I applaud leaders in, and out, of the corporate world who are courageous enough to make this type of move.

Now for the painful dangerous part.

As much as I would love to tell you that all of the followers will applaud when a leader turns around, I can't.  There will be opposition and resistance to the leaders new-found awakening.  The why question is multi-layered, but one big answer can be found in the history of the leaders direction and actions.  For example, if the leader has for years only praised you when senior management was around, then it's a sign of career posing.  It takes time (a lot of it) for people to accept and believe in the change from counter-genuine to authentic.  

The dangerous part is found in the leader who gives into the temptation of giving up because of skepticism on the part of their followers.  Our culture likes results fast.  But the leader should not expect speed here.  If the leader can set the expectations appropriately, then the chance of perseverance grows markedly.  The take-away here is, don't give up if you believe in the "turn around."

Make the decision to turn around…you won't regret it.

The Security Of Dreams

Had someone tell me last week that your authentic swing is found in the "letting it flow" zone.  Don't know why that analogy struck like it did, but Neal's got a good grasp on things.

Today I'm talking with a business partner and friend about the courage it takes to pursue dreams, and the courage to hold onto them when the head-winds come.  This is hard work.

What I find ironic and tragic about where we're at-America specifically-is most people view dreams as some outrageous risk.  In other words, something that only fools and gamblers engage in.

What if our dreams are directions to living out what was poured into us?  What if the Matrix is just trying to get us off course, so we will wake up to a life of regret?

There is no doubt in my mind that the greatest security and safety is found in our dreams-the authentic variety. 

Do you believe this?  If it is, what are you doing about it?