Archive for February, 2010

Negotiating the Gap between Paradigm and Organizational Design

Tuesday, February 23rd, 2010

By Renae Sanders

A paradigm is the set of beliefs, assumptions, values, and processes that determine perceptions of reality in communities and organizations. Organizational paradigms may be so deeply ingrained; leaders are unable to perceive when changes to organization design or the business model are necessary. Tschmuck (2003) explained the power of paradigm and the delayed recognition of innovative change, suggesting when radical change so upsets the certainty experienced in the market, the ensuing uncertainty and chaos which follows creates an immediate rejection of the new. When innovation (or the need for innovation) emerges outside the boundaries of traditional thinking, at first it is ignored; and precious time is lost as the new normal takes root and forces organizations to adopt a new way of thinking about the newly changed environment (Tschmuck, 2003). This perspective might broadly explain the delayed response by large financial organizations charged with stimulating the economy through lending.

Large organizations are most susceptible to the dinosaur syndrome, where the historical success of organizations lulls them into a static state; unable to respond to rapid environmental changes. Several characteristics exists to help determine if organizations are at risk of becoming a dinosaur: (a) arrogance due to past success; (b) mammoth size; (c) centralized control and decision making; (d) limited or uncommitted contact with customers, employees and environment; (e) internally focused human resource management policy; (f) functional organizational structure; (g) measures of success are internally focused; (h) strict hierarchy of decision making; and (i) keeps doing what has always been done (Lawler & Gailbraith, 1994).  Don’t be fooled, new companies where principals espouse out dated management practices are also susceptible to dinosaur tendencies.

Avoiding the syndrome involves supporting innovation; redesigning the organization to more rapidly transfer information and knowledge among workers and leaders; moving decision making and accountability down into the organization; and instituting a culture of excellence, where listening and operating outside leaders’ comfort zones spur new ideas (Lawler & Gailbraith, 1994). Organizations must establish performance improvement processes, information inputs, and set indicators and measures to improve as well as challenge current practices. In short, beliefs drive organizational design. As leaders, we must find new ways to challenge our modes of thinking which allow us the ability to more successfully manage in a dynamic environment.

 References

Lawler, E. E., & Gailbraith, J.R. (1994). Avoiding the corporate dinosaur syndrome. Organization, al Dynamics. 23(2), 4-17.

Tschmuck, P. (2003). How creative are the creative industries? A case for the music industry. Journal of Arts Management, Law, and Society. 33(2), 127.

Posted in Dr. Renae Sanders, Management, Organizational Change | 7 Comments »

Demographic Diversity Leading – Cultural Awareness Lagging!

Wednesday, February 17th, 2010

The demographic shifts expected over the next 30 years in the U.S. are staggering. The U.S. will continue to be one of the most popular destinations for foreigners who want a better life for themselves and family members. This speaks to the great appeal our nation has across the globe and this is something of which we should be proud.

Regardless of our ancestry, with the exception of Mexicans and Indian Americans, we are all immigrants (forced or voluntary). Yet, our understanding of other cultures is woefully low.  

I teach cultural diversity at a large college in the U.S. and while I cannot divulge comments or statements made by my students what I can say is the stereotypes and biases we hold about ourselves and others are stifling our ability to compete globally and domestically; and the lack of fact-based education about other cultures that have contributed to the “fabric of our lives” leave individuals to make uninformed judgments about themselves, their neighbors, co-workers, business partners and clients. There is one thing I know for certain, the beauty of diversity is all around us but our challenges with diversity lie within us.

Here are a few cultural myths which need attention:
1. Native / Indian Americans were the only group displaced by early Settlers. This is false. Mexicans were resident in North America and populated territories now called Texas, New Mexico, Arizona and California.

2. Arabs and Muslims are the same. Totally false! Muslims are individuals who practice Islam, a religion; just as Christians practice Christianity and Buddhists practice Buddhism. A Muslim can be of any nationality including American. Arabs are a cultural group who may practice any religion including Christianity and Islam.

3. Hispanics are all from Mexico. Ah, false. Hispanic is a U.S. term created to describe all Spanish speaking groups in the U.S. whether they originated in Mexico, Latin America or Spain. However, there are vast cultural differences between Mexicans, Puerto Ricans, Dominicans, Cubans, Brazilians, Colombians, and Spaniards. Most of my students do not know Puerto Rico is a U.S. territory and Puerto Ricans are U.S. citizens.

4. All black people in the U.S. are descendents of slaves. Way false! In America today, there are Americans who were born here and who are black and of African descent, with ties to slavery; and there are African immigrants who are U.S. citizens who have no ties to the slave experience in the U.S. There are also Jamaicans, Haitians, Antiguans and others who are black but whose nationalities are not African.

5. Most blacks and Hispanics are poor, do not graduate from high school, and commit crimes. Again, this is false. According to U.S. Census Bureau’s 2006 report on Race and Poverty, the percentage of poor is disproportionately high relative to their size among African Americans and Hispanics but there are more African Americans and Hispanics who live above the poverty line than below it. The same is true for education and crime; there are more high school graduates and good citizens who are African American and Hispanic than African Americans and Hispanics who do not graduate from high school or who commit crimes.

I hope this post will challenge you to assess your own stereotypes, biases, and knowledge about other cultural groups and inspire you to question the passionate and often uninformed comments you hear in the workplace and at home.

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Posted in Diversity & Inclusion, Dr. Renae Sanders, Leadership, Multicultural, Organization Relationships | 19 Comments »

Four Steps to a Solid Crisis Response Strategy

Friday, February 12th, 2010

An unexpected crisis can happen to any company at any time. Companies with a well conceived and tested plan improve their chances of maintaining public trust and clients in the face of a major crisis.  Here are a few steps to get you going:

Assemble a cross functional and diverse team.  Evidence support that teams with diverse team members (i.e., hierarchy, age, gender, ethnicity, etc.) produces better ideas, products, and outcomes. The idea that different experiences and beliefs give way to more innovative solutions is more than a notion.

Create a broad strategy in advance. Past experience is a good place to start. Use past incidents, yours or other companies, to help define the types of unexpected events which might occur and set a broad strategy to combat them; one that is specific to your company or industry.

Train internal representatives in advance. A periodic test of the plan is always a plus as well. Schedule drills to test the operational steps of the plan.

Consolidate the public relations function. Nothing is worse than different, uncoordinated sources interacting with the media and providing inconsistent information. Remember, once trust is lost it is nearly impossible to rebuild. Drive on contact with the media through a single or centralized source. Be sure all employees understand the importance of let the designated individuals interface with the media.

Partner with external organizations for assistance. An objective view can help bring perspective to the situation. The nature of the crisis might well warrant the use of a Public Relations (PR) firm. Identify and interview the firms during the plan development stage. Incorporate suggestions for the PR firm into your plan.

Let us know if you need assistance with your Crisis Response Strategy.

Sources

Kraemer, H. M. J. (2003). Doing the right thing: Values-based leadership is not an oxymoron in corporate America. Vital Speeches of the Day. 69(8), 243 – 247. Retrieved January 30, 2010, from University of Phoenix Proquest Database.

Tritz, T. W. (2002). Crisis management strategy utilized by the United States Department of Defense following the terrorist attack on America: A case study. Journal of Undergraduate Research. Retrieved February 8, 2010, from http://www.uwlax.edu/URC/JUR-online/html/2002.htm

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Posted in Leadership, Management, Organization Relationships, Trust | 10 Comments »

Crisis Leadership: Toyota and Tiger Woods – Pass or Fail?

Tuesday, February 9th, 2010

When a high profile company like Toyota unexpectedly lands in “quick sand” the rest of us stand in stunned silence or quickly point out what they could have done differently. Certainly, Toyota’s handling of the situation is reminiscent of the Tiger Woods scandal, specifically, ‘don’t deal with it immediately’. The idea that most people would forget about this – in time – is a less than courageous move.

Toyota and Tiger should be seen, by business owners, not as spectacles but as reminders. The difference between ‘us’ and ‘them’ is our approach to managing a crisis. Business leaders, small and large, should pause to prepare for their own crisis situations.

A crisis by definition is a low probability – high impact event! Most businesses plan for high probability – high impact events and spell out risk mitigation activities in the strategic or business plan. Low probability, low impact events are handled with relative ease as a part of our daily operations; as are high probability – low impact events.

The blind spot for us are events we deem unlikely to occur but if that one event occurs, it will change the course of business. A crisis response strategy will make, shake, or break even the ‘best of the best’. Execution of the plan is paramount!

Execution in Crisis Mode

A quick, prompt response sets the tone for media interaction and public interpretation. The initial response allows the company or its public relations team to establish the flow of information rather than the media. If not dealt with immediately you’ll find the media will control the initial public opinion.

Be open and honest about the issue. The media and public stakeholders should have easy access to company players and information. Otherwise, the sentiment leaves the public wondering about company’s integrity and might damage its reputation.

Allow for the constant flow of information and a consistent message. Frequent updates as developments or understanding unfold demonstrate responsibility and control by the organization. Inconsistent or conflicting message erode trust.

Show compassion for consumers, employees, and others affected by the problem. Compassion coupled with action also sends a message that organization is in control and taking appropriate action.

Perhaps, Tiger Woods and Toyota, have crisis management plans. I am uncertain of what the expected outcomes of either plan; except, Toyota and the Haitian crisis have re-established perspective; and, for now, the heat is off Tiger Woods. According to Kraemer (2003), “leadership, values, integrity and credibility are not items you can pull off the shelf when times are tough” (p. 246).

Toyota has already launched is reputation recovery ad. Is it too little too late? Tiger is still M.I.A. How would you grade the two?

Sources

Kraemer, H. M. J. (2003). Doing the right thing: Values-based leadership is not an oxymoron in corporate America. Vital Speeches of the Day. 69(8), 243 – 247. Retrieved January 30, 2010, from University of Phoenix Proquest Database.

Tritz, T. W. (2002). Crisis management strategy utilized by the United States Department of Defense following the terrorist attack on America: A case study. Journal of Undergraduate Research. Retrieved February 8, 2010, from http://www.uwlax.edu/URC/JUR-online/html/2002.htm

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Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Renae works with organizations, leaders, and managers to strengthen internal relationships. You can reach her at renae@krsconsult.com.

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Posted in Leadership, Management, Small Business, Trust | 254 Comments »

Leadership and Softball

Tuesday, February 2nd, 2010

When we conceptualize leadership, we often think in terms of leading teams and organizations. Creating a vision, motivating others, rewards and punishments are some of the challenges we focus on. However, before we can lead others we must master leading ourselves. As an avid softball player, I learned much about self leadership. The lessons were simple and apply to nearly all individual leaders.

First, relying on natural talent alone will not keep you in the starting lineup. Building your utility or value to the team in terms of being a positive role model, learning to play additional positions, and helping others succeed goes much farther merely being the best player. Michael Jordan, during his Hall of Fame acceptance speech, cooled the room when he commented, “there is no ‘I’ in team, but there is one in win”.  Confidence and self-glorification are light years apart. Individuals and businesses that add value to others reap a tremendous benefit in do so.

Second, play your position but back up your team mates. There is nothing more annoying, at work or play, than a teammate who over plays his position. This form of engagement teaches others they do not have to play as hard or that you’ll jump in to make yourself look good. The drawback is when you get caught out of position and others have had to back you up and they neither want to nor can because of your style of play. We all grow when we are allowed to play the position before a crunch time comes.

Third, speak up if your experience and intuition suggests an alternative approach to a problem. No one wants to hear your suggestion after the proverbial ‘stuff’ hits the fan. The team needs your full engagement and information to win when the game or project is on the line. No, ‘woulda-coulda-shouldas’ are needed AFTER the game is over.

Forth, the game looks different to infielders versus outfielders. Recognize the skill needed to be successful in each. Encourage teammates to shake it off and focus on the next play if there was a mistake. It’s easy to criticize and blame players in other positions; but it’s not always right.

Finally, take responsibility for subpar play. You should not blame the umpire (your manager or teammates) for the one call that cost you the game. Your job is to hit, run, and score. If you do this consistently, a bad call does not put the entire project or game at risk.

It’s a competitive market. Bring your “A” and let’s play ball!

How has your athletic background helped you become a better leader or teammate? How as athletic competition helped to manage stress?

Posted in Leadership, Management | 5 Comments »

Lead with Courage, Manage with Grace

Tuesday, February 2nd, 2010

Courage mental or moral strength to venture, persevere, and withstand danger, fear, or difficulty – Merriam-Webster’s Dictionary

Grace disposition to or an act or instance of kindness, courtesy, or clemency; the quality or state of being considerate or thoughtful  – Merriam-Webster’s Dictionary

In times of challenge or change, we look to leaders to demonstrate courage. In war, in sports, and at work, we rely on leaders to emerge and implore teams to remain calm; work together and harder; and focus throughout the challenge or period of change.

Individuals with the ability to build strong relationships and establish an environment where team members are encouraged to develop their skills have a leadership advantage. While charisma is a plus, the ability to clearly define the vision and expectations, give actionable feedback, and build confidence require temperament and self awareness.  For example, the leader who preaches risk-taking then punishes team members for taking initiative actually does more to erode team growth and trust.

Individuals grow and learn best when they are given the information and tools needed to succeed. Coaching then becomes a critical element to strengthening performance. In baseball, coaching occurs before and throughout the game. Signals and queues are given to keep the team focused on what is important and what to expect. The coach does not play the game for the players.  Defining success, openly sharing expectations, and setting goals are critical to leading and developing teams. Most of us have dealt with nebulous communications from managers such as “I don’t know how to explain it but this is definitely not what I wanted” or “I, somehow, expected more from you”. But the ability to communicate meaning, show empathy, and give direction is the mark of a leader.

Leading thoughtfully challenges managers to protect the person while explaining mistakes. Grace takes judgment off of the individual and places focus on the task, decision, or behavior.  It takes courage to assign an important project to a developing employee; it takes grace to recognize the importance of helping the employee succeed rather than standing back and watching her fail. Courage is allowing the successful employee to receive credit for her success; and grace is standing with him in failure.

Courageous leaders lead their teams by taking bold stands; making the right decisions; demonstrating appropriate behaviors; celebrating successes; and understanding how they also influence positive and negative outcomes.

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Posted in Leadership, Management | 2 Comments »