Shifting Gears? Here Are 3 Simple Ways To Keep From Grinding To A Halt

Sounds of metal rubbing against metal make my spine twitch such as when gears are stripping if manual shifting isn't timed correctly. These are the sounds of a transition (or transmission) in trouble. The grinding noise that appears is a signal that something needs to change quickly. It's the grind that makes you take notice.

It's the grind that makes the difference

Though not immediately audible, similar "sounds" can be heard when stripping the gears of change during transitions of any kind. In business, 10 years of research from Professor John P. Kotter (1996) at Harvard Business School showed that over 70% of change initiatives fail. In life, annual statistics show that 92% of "change initiatives" in the form of New Year's Resolutions fail. 

Makes me wonder if we know what we're doing when it comes to change - even though change is the most consistent thing that we'll ever encounter.

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Every year (or periodically) we revisit our personal lists and our business strategies to see if we hit the mark, made it into the ballpark, or missed the mark altogether. Statistically speaking we don't make it. There must be something wrong with our approach - so we tweak and begin again only to reap failure again the next time around.

So what's up with all of these transition failures? It just might have something to do with our understanding of change management - or the lack thereof.

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"Plus ça change, plus c'est la même chose" 

"The more things change, the more they stay the same"

                                                                    - Jean-Baptiste Alphonse Karr (1849)

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Alphonse Karr is right, but we can change if we want

There's no disputing that our ability to change is linked to our motivation and our memory of why we want or need to change. In business, institutional memory can be a monumental constraint to overcome. In our personal lives, short-term memory can cause us to forget quickly why we started to change in the first place - especially if the change involves something uncomfortable (which it normally does). 

Alan Baddeley's memory model suggests that people can retain three (maybe four) items for about 20 seconds before short-term memory wipes clean - unless there is constant repetition.

Change management is people management

We tend to go about managing businesses as if they are "entities" separate and apart from people (SCOTUS got this wrong!). Until robots or artificial intelligence takes over businesses completely, this will never be the case. People are the key. Thus a fundamental understanding of how to get people to change is required. With failure rates so high, something tells me that we've been going about it all wrong.

For businesses, observation of 20th century change management models show complex processes that may take years to learn and perfect. Case studies reveal that it can take businesses up to 3 years to anchor change. In today's disruptive, "time-warped" markets taking too long can ruin a company. On the other hand, 21st century agile businesses can shift within a few hours to a few weeks.

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For people, the turnaround time for change may be quick if the formula is right. Researchers have found that it takes on average 66 days (~8 weeks) for people to create new habits - ranging from 18 to 254 days until new habits become 95% automatic. With the understanding that people are the key in business entities, it makes sense to focus on people management rather than on complex change management processes. That is if the goal is rapid progress.

With the convergence of the average rate of change for people and agile businesses, are we now at a point where this synchronization can create even greater progress or more dramatic disruptions in our norms? Something to think about.

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"The Power of Three"

If we accept Baddeley's memory model, then it's best to limit change management practices to three items so that the info can be remembered and internalized rapidly. Less is more. Add a sense of urgency to a few well-thought-out, energetic objectives and magic happens. Dare to delay and procrastination sets in negating the desired change. 

Here are three simple ways to anchor consistent, rapid, successful change - for people and for businesses:

• [1] ENERGIZE - put your best self or best people in the driver's seat - trust them to create a compelling, innovative vision - include the "crazy ones"

• [2] ENGAGE - begin at once and without hesitation - don't wait until all plans are complete - know your outcomes and success metrics

• [3] EXECUTE - reward short-term gains to build momentum - measure results and adjust - prepare next wave - begin again

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Here's to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They're not fond of rules. And they have no respect for the status quo...

About the only thing you can't do is ignore them. Because they change things...

                                                                      - Rob Siltanen (1997) 

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Lillian Gregory is a passionate advocate for 21st Century Leadership with special focus on Women in Leadership, Women in Technology, and US Veterans and Spouses. She provides research, strategies, tools, workshops, and events to help close leadership and career strategy gaps. Download your FREE eBook from The Institute for Human and Leadership Excellence and get ready to climb!

© 2017 All Rights Reserved.

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11 Leadership Lessons from "Crazy Jack" Ma

The World Economic Forum offers everyone an opportunity to interact directly with global leaders in business, politics, economics, and civil society who are "committed to improving the state of the world."

The world's best minds are corralled onto stages and into various types of sessions to share their findings, their visions, and their practical guidance for the world at large as well as for their own countries, governments, businesses, and communities. These decision makers are shaping the future with each word and deed. However, it's not just about talking - it's about doing.

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...in 2008-2009 when the financial crisis came I think it's better to go back to work because we can never win the world by talking...

                                                                    Jack Ma, World Economic Forum 2015

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Sure - attendance at the event in Switzerland is by invitation only, but you don't need to be there physically in order to engage. You can put on your pajamas and listen in as I did for several of the live-streamed sessions or you can listen to the playbacks and read, read, read... I'm working my way through talks, panels, debates, and reports with the goal of using what I learn to grow and contribute in bigger, better ways. 

It's Your World!

Safe to say that it's important to know who these leaders really are and what they're planning on our collective behalf - and to find ways to actively participate as much as possible. This is my second year of remote "streaming" participation and every moment has been well spent.

Many individuals may be waiting for leaders in their companies, colleges, governments, or communities returning from the WEF to distill the findings into strategies for them to execute.

Why wait? It's your world!

Empower yourself with first-hand knowledge of what's going on then develop your personal and professional strategies based on your new insights. Change is not new and will be forever present. However, the pace of change is astounding. Waiting for someone else to guide you may leave you at their whimsy - living their dreams instead of living your own.

11 Leadership Lessons from "Crazy Jack" Ma

One of the most impressive talks I replayed was Charlie Rose's interview with Alibaba's founder Jack Ma (An Insight, An Idea with Jack Ma). I'm now a huge fan. Hearing about his humble beginnings made me want to work even harder to make a difference. "Crazy Jack" has a lot to teach about following your own path no matter what others have to say about it - and you know what? He's right...

The historical and gargantuan nature of Alibaba's IPO continues to give everyone in business a lot to think about. His company has managed to shift business models for millions of small and medium companies around the globe in ways never seen before and has also created job opportunities for millions of individuals.

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...I thought when I was young I said everything is possible. Now I know not everything is possible...you have to think about the others...customers, society, employees, share holders, so many things...

If you continue to work hard there are possibilities

For the first five years I just wanted to survive. So many people's lives changed. For the first three years we made zero revenue. We were so excited to continue to work...

                                                                    Jack Ma, World Economic Forum 2015

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What if Jack Ma hadn't followed his own vision? What if he had listened to the naysayers around him? What if he had quit because various supporters pulled back? What if Jack hadn't failed so many times throughout his life? What if?...

We can say "what if" about virtually all of the breakthrough moments that have occurred in human history. What if those crazy folks had been normal? I for one wouldn't want to live in that kind of world. Crazy is good! According to Jack, being crazy is not the same as being stupid.

In addition to empowering millions of young people, Alibaba also focuses on gender diversity and inclusion - another of the world's greatest challenges. The employee population of Alibaba contains 47% women (was 51% prior to recent acquisitions). The top layers of the company also shows strong gender diversity results with women representing 33% of company managers while there are 24% women in senior management including the CEO, CFO, and CPO.

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...One of the secrets of our success is that we have a lot of women... 

If you want to win in the 21st century, make sure that other people are powerful and better than you are, you have to empower others

Women think about others more than they think about themselves...

                                                                    Jack Ma, World Economic Forum 2015

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I've listened to Jack's interview several times, each time gathering more insight into his secret sauce. Some of Jack's key leadership philosophies include: 

     [1] If everybody believes that your idea is good, you have no chance

     [2] Go global

     [3] Calm down... There's always a way out

     [4] Keep yourself balanced

     [5] If you want to change the world, change yourself

     [6] To win in the 21st century, empower others

     [7] Pay close attention to quality

     [8] Grow your mind, value, and wisdom

     [9] Spend more time with young people

     [10] Never give up, believe in what you're doing

     [11] Work hard, don't complain

There are so many more insights that could have been included on this list such as embody humility, study your world, and get used to failure. Despite over 30 lifetime failures including 10 rejections from Harvard, "Crazy Jack" is someone to know and learn from. After all his results speak volumes.

What will you learn (or what have you learned) from Jack Ma's story? Leave your insights in the comments section.

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Check out these and some of my other LinkedIn feature articles:

• Mommy, Do Entrepreneurs Have To Go To Work?
• Success Leaves Clues
• Act Like A Lady, Think...
• Act Like A Lady? Who's Acting!
• and more...

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Harmony in the Workplace Through Effective Matchmaking

Recent news that eHarmony's Elevated Careers may produce an effective way to match individuals and companies as an extension of their relationship building capabilities is quite exciting. While I'm not a fan of on-line dating in general, I believe that it serves a purpose and provides avenues for screening potential partners that may not otherwise be available. As the CEO of eHarmony knows, matchmaking is tricky business but they have a solid track record to speak of.

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A Story of Organizational Incompatibility

Many years ago I realized that a company I worked for didn't match my core values. It was very early (within a few months) in our relationship when I made this discovery. I found myself questioning my decision to work there. My boss was an outstanding individual who knew how to handle experienced professionals so the typical perspective of having a terrible manager didn't hold water in my situation. The company and I just didn't have much in common except for the transactional relationship of converting services into cash and benefits for customers and for me. While I was "Type A" driven to resolve challenges and develop new customer solutions and relationships quickly, the culture was much slower and preferred lengthy deliberations. A fundamental mismatch was very clear.

During my investigation into the mismatch, a book published by Dr. William Bridges The Character of Organizations was recommended as a way for me to understand more about the organizational culture and how I could fit into it. Bridges brought forth the idea that organizations have a character profile much like people. In order to create successful matches, there must be compatibility or an awareness of compatibility limitations. He leveraged Myers-Briggs Type Indicator (MBTI) as a foundation to build what he called the Organizational Character Index (OCI). OCI could be used by individuals and organizations to help define and build stronger teams with longevity as a natural result.

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Once I read the book and amid much soul searching, I knew what I had to do. I had to learn the "People" profession. From there I would create an on-line tool that would help to reduce the negative impacts of mismatches between individuals and companies. If I was having such challenges as a top performer, then others must surely be even more severely impacted. I investigated the time, money, and effort wasted by companies and individuals and I learned how typical matches were made by spending time in the trenches.

Thus began my journey to the present.

It's been many years since these realizations took hold. My passion burns brighter than ever before because workforce challenges are beyond severe. As the workforce continues to be impacted by accelerations in technology innovations, globalization, insane competition, demographic inequalities, and new generations coming on-line, better matches with better mixes are more important than ever. My goal is to help create harmony in the workplace through effective matchmaking. It all begins by asking the right questions enabled by the right tools and insights.

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Research shows that:

• >70% of PRODUCTIVE life span is spent WORKING
• The rest of the time is spent sleeping, watching TV, eating, drinking, personal care, and on other unclassified items (BLS - American Time Use Survey)

• >70% of U.S. Workers are not fully engaged in their WORK and are not reaching their full potential (Gallup State of the American Workplace)

• >70% of U.S. Workers spend LESS THAN 10 YEARS with their employers
• Average tenure is now under 5 years (U.S. Bureau of Labor Statistics)

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Sources: Centers for Disease Control (2012); US BLS American Time Use Survey (2013); Gallup (2013)

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The implications of effective matchmaking in the workplace impacts both top and bottom lines of companies and individuals. Hard questions and answers should be resolved up front before too much time or money have been spent on either side. Traditional mechanisms are not effective. However, tools that can bring together the internal (hidden) profiles of companies with the personalities of potential candidates is a natural progression of the available insights that have been gathered over the years. Just as published information about individuals doesn't go far enough to make effective decisions, neither does published information about companies. Additional rigor must be applied. Automation of this process will be a major breakthrough that will benefit everyone. The trick is to obtain accurate "inside" information about organizations which many are reluctant to give up for valid competitive reasons. eHarmony's Elevated Careers seems to be on the right track.

Companies like LinkedIn along with Glassdoor, Monster, and CareerBuilder - to name a few - all have a similar opportunity to crack the code when it comes to determining the best possible matches between individuals and companies. Big Data and algorithms are plentiful.

The question is who will get there first... 
 

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ABOUT THE AUTHOR

Lillian Gregory is a passionate advocate for Women in Leadership and Women in Technology. Connect on LinkedIn. Follow on Facebook or Twitter.





Has Someone Moved Your Cheese?

It's inevitable... Someone will move your cheese. Perhaps it will be you.

Who Moved My Cheese? is one of my all-time favorite books. I hadn't read it in quite a while when I saw it in a store last week. Wisdom jumps off the pages in an entertaining tale fit for adults and kids alike. Naturally I had to buy a copy for my 10-year-old daughter.

I urged her to read it aloud on the way home so I could hear it too. She whined a bit, but quickly realized how funny the tale was and finished the book before we arrived in our driveway. The main characters Sniff & Scurry (mice) and Hem & Haw (miniature humans) were simply irresistible and we laughed out loud at their adventures. My goal is to ensure that she understands right now at her tender age that change is inevitable and vigilance is crucial. These life lessons can never be taught too soon!

After reading a message left by Haw on the wall of "Cheese Station C", there was a pause as my daughter contemplated what it meant. I related this insight to familiar topics like animals, technologies, cultures, jobs, products, and companies. I explained that it's important to stay fresh and ready.

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If You Do Not Change, You Can Become Extinct.

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Sniff & Scurry demonstrated these principles by moving on to find "Cheese Station N" after "Cheese Station C" ran out of cheese while Hem & Haw struggled to learn a new way. Haw finally got up the nerve to take the next steps when he asked himself a key question. Haw also realized that he had to leave Hem behind.

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What Would You Do If You Weren't Afraid?

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Has someone moved your cheese?

This is a rhetorical question. Our task is to be ready with our sneakers tied around our necks so that we can quickly move on to find our next "cheese" station - in our lives or in our careers.

How can you ensure that you're ready? Take heed to the message left by Haw on the wall of "Cheese Station N" and you'll be just fine.

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Lillian Gregory is a passionate advocate for Women in Leadership and Women in Technology. Connect on LinkedIn. Follow on Facebook or Twitter.

A Good Job Versus A Great Life - Is This A Fair Comparison?

A good job versus a great life is a never-ending discussion. Maybe it's not a fair comparison, but it's important to continue to focus on the way we lead our lives as technology, work,  economics, society, world events, and our own expectations continue to encroach on our well-being. We spend the majority of our productive time working and if we're not creating our version of a great life in the process then what are we doing?

Typical 24-Hour Day for Americans

According to the American Time Use Survey (June 2013), a typical day for a working person consists of 8.45 hours of sleep, 0.76 hours for personal care, 1.24 hours to eat and drink, 7.95 hours to work, 3.26 hours to watch TV, and 1.76 unclassified hours (commuting, random activities, etc).  For a total of: 8.45 + 0.76 + 1.24 + 1 + 7.95 + 3.26 + 1.76 = 23.42 hours. We repeat the pattern for 5 days per week totaling approximately 71% of the calendar week. If we’ve managed our time well during the week, then Saturday and Sunday are our leisure days (29%). Oh wait - we work on weekends too!

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Glassdoor's Employment Confidence Survey which focuses heavily on 'employee vacation realities' enlightened us further by focusing on our use of vacation time.  Most of us don't even pause long enough to take the vacation time which our good jobs provide. We often just power through. Even if we do take physical vacation time away from the office, we take our work along with us. Again I say - what are we doing?

• On average, employees took 51% of their eligible time off in the past 12 months
• Of employees who have ever taken vacation/paid time off, three in five (61%) report doing some work while on vacation
• Of employees who took vacation in the past 12 months, one in 10 (11%) report they used vacation/paid time off to interview for another job

Definitions of Good Job and Great Life

Driving to and fro daily is my introspection time. For years I contemplated the dilemma of having a good job versus having a great life. I finally concluded that this is a false comparison and it's up to me to create a great life powered by a great income. If you're comfortable with your arrangement, then proceed business as usual. If not, then redefining what a good job versus a great life means to you may be your next step. My definitions have changed slightly over the years, but the basics remain the same.


--> What is a Good Job?

The baseline of a good job typically includes an effective salary and benefits, company stability, interesting work, advancement potential, friendly co-workers, and solid leadership. No mention of working through weekends and vacation!


--> What is a Great Life?

A definition of a great life is a bit tougher to align, but there are some characteristics that virtually everyone can agree on - good health, perpetual income, happy family, great friends, purposeful actions, freedom, and fun times. Still nothing about working through weekends and vacation!

If one works all the time including weekends and vacation, then there might not be much room for health, family, friends, and fun - unless work is structured so that it includes all of these elements. If you're on a path where there is little overlap between a good job and a great life, then perhaps it's time to reevaluate your trajectory.

I get it - we all need an income to take care of ourselves. Our life phases and circumstances often dictate our choices. However, at each step along the way it's up to us to determine how and whether we create a great life or simply settle for a good one.

To kick life up a level from good to great at work and away from work, here's a hint - change and risk are involved.

Divergent Leadership Characteristics Are Now Preferred

I don't typically catch movie fever, but the trailers for Divergent had me hooked. I usually wait a few weeks for movie follow-ups via DVD, Netflix, or other alternatives to the theater, but I had to see the movie on the big screen. I'm now fully on board with the concepts and messages delivered. My test results would show that like Tris, one  of the main characters, I'm Divergent - a Divergent Leader. It's been tough keeping my secret over the years, but I pulled it off (a bit of movie humor). Now divergent leadership characteristics are preferred.

A Divergent Leader understands norms and standards, but always goes beyond them to create next level solutions. They are courageous and act in spite of fear to break down barriers wherever they find them. They challenge themselves and others to stretch and try new ways of being - always building new connections. Normal is a horrible concept to the Divergent Leader and boundaries don't stand a chance. They will certainly destroy any boundaries that don't serve the broadest possible vision or the highest possible virtues. Divergent Leaders are threatening to traditional leaders due to their disruptive tendencies.

Divergent Leadership Characteristics

• Have no finite limits
• Unable to follow a predefined script
• Differ from a set standard
• Depart from conventional ways of thinking
• Explore many possible solutions to problems
• Generate creative and innovative ideas
• Go the distance in thought and deed
• Do not conform to outdated expectations

Not only are divergent leadership characteristics preferred, they are required in the knowledge economy where market disruptions are a daily occurrence. Traditional leadership styles while containing solid traits will make failure a certainty in a fast-paced world where global equality is just around the corner. Previous competitive advantages for traditional leaders are disappearing at record speeds. Divergent Leaders can see around corners by way of facts, analytics, intuition, creativity, and innovation. They are not reckless, but they can be aggressive when pursuing the future. Their risk tolerance is high and they aren't afraid to face danger head on. The Divergent Leader delivers.

 

In the book, there were five factions based on human virtues:

• Abnegation (The Selfless) - like to make others happy; doesn't like to draw attention to oneself
• Amity (The Peaceful) - like art and music; wants everyone to get along 
• Candor (The Honest) - not easily offended; prefer to hear the truth even when painful
• Dauntless (The Brave) - fiercely independent; acts on what is right no matter how frightening it might be
• Erudite (The Intelligent) - enjoy learning new things; like to understand how things work; logical

These virtues are admirable separately. However, Divergent Leaders inherently embody all of them and more. They are brave, honest, selfless, peaceful, intelligent - and visionary. Have a bit of fun and take the Divergent Aptitude Test to examine your dominant faction traits.

Despite your test results, you always have the right to choose so choose well. What kind of leader are you?

Are Women the Real Power Behind Social Media Platforms?

Social media platforms are a tremendous phenomenon that even passionate technocrats like myself didn't envision when I entered the tech arena many years ago (I won't say how many years ago). Before I went into the military or went to college I was absolutely smitten by the possibilities that would some day come from the work that I would perform as an Electrical Engineer.

After graduating I relished in the challenges that came my way and immersed myself in the work of testing the earliest versions of ferro-electric thin-film capacitors and wireless data technologies. Wow! - I'm still amazed. I spent countless hours evaluating system designs, testing product releases, building and selling technology solutions, and creating an ever expanding awareness of the economics of leadership and human capital along the way - always digging deeper to create better, stronger, faster, more efficient systems and solutions for the companies where I worked for and more broadly for humanity in general. I still believe in the whole good of technology and what it does for us.

With all of my passion for technology and the good that it does, I'm deeply bothered by the gender gap and its impact over time - even more so after Oxford's research study. Much research has been done and initiatives have re-started to turn up the volume on this topic. I'm still perplexed about the 'how' and 'why' of the gender gap and of course I continue to examine ways that I can use my talents and capabilities to help close the gap just a little more. The urgency is real!

Social media platforms provide us with ways to connect, interact, and innovate at the speed of light. All one needs is an idea and a computer and the world is literally at your fingertips. Technology, education, and barriers to entry have virtually disappeared and market disruptions are everywhere as a result. The great equalizers - internet and education - are free making it possible for the entire globe to participate in reshaping our world. Yet the economic distance between men and women remains galaxies apart.

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There are two equalizers in life - the internet and education

John Chambers

Chairman and Chief Executive Officer, Cisco

World Economic Forum (2014)

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Social Media Platforms - Owners versus Users

Mashable's article reviewing the Top 10 Highest Rated Tech CEOs prompted me to think about who "owns" social media platforms versus who "uses" these platforms - and whether there is a way to leverage these platforms to dramatically change gender dynamics. To ask the question a different way - can women leverage time spent on social media platforms to help secure stronger leadership roles in companies or as influencers of policies that will drive the desired changes in leadership? There are may ways to answer this question, but the simplest answer is 'yes'. Alone social media platforms aren't the only answer and it would be silly to think so. There also must be 'push', policies, programs, and participation from the target audience - women - to change the trajectory.

 

Will Social Media Become Girl Territory Soon?

That's the question at the bottom of the infographic. If women use social media platforms to build and launch personal brands, to run their own businesses, and to add massive value beyond shares, likes, and comments - then yes - social media will soon become girl territory. If not, then social media will continue to provide even greater ownership and leadership opportunities for platform founders, leaders, and businesses without maximizing the opportunities at women's fingertips.