tag:blogger.com,1999:blog-35731617622004968352024-02-19T04:15:33.446-08:00Nailing Jelly to the Wallstrategy, foresight, leadership and the stuff that's not readily nailedMartin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.comBlogger27125tag:blogger.com,1999:blog-3573161762200496835.post-71934680925624209062016-08-22T00:32:00.001-07:002018-11-05T18:35:24.712-08:00Warning Stones - Have you built below this point<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvNbfHvppIgJYhfAmxVhOF-FSXCo6N8r6bjAxyA4Eu89gfihFyOuYfmeCiP5hLkXrSRI0mpbjohnBAw5Tjz8k8fG_7KST4BJXdcwpXfusLTTApDFp4D93LFN6w0qcR9bx2uaJ3PhSzovwL/s1600/800x600_q85_crop.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvNbfHvppIgJYhfAmxVhOF-FSXCo6N8r6bjAxyA4Eu89gfihFyOuYfmeCiP5hLkXrSRI0mpbjohnBAw5Tjz8k8fG_7KST4BJXdcwpXfusLTTApDFp4D93LFN6w0qcR9bx2uaJ3PhSzovwL/s320/800x600_q85_crop.jpg" width="320" /></a></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">At the edge of Aneyoshi, a small village in Japan, stands an ancient stone tablet. About 3m high it is one of many similar markers, some up to 6 centuries old, dotting the Japanese coastline that stand testament and state warnings to the community. The one at Aneyoshi says "Do not build your home below this point", proving its message to within 300m of the tsunami impact of 2011.<br /><br />As I read articles about the existence of these warning stones and the experiences that drove the communities to erect such sign posts I cant help but see the kinship to warning stones that may exist in our organisations and institutions. Warning stones that are similarly ignored or not understood. "Do not build your houses below this point"</span><br />
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Japanese history is dotted with similar tsunamis to that of 2011 so you would think that the message was pretty clear, "do not build your houses below this point". No argument or discussion. Just don't!<br /><br />Similarly there are many warning stones or markers that organisational founders and developers leave for us that should be heeded also. Just like the ancient Japanese it was the intent that their descendants avoid the disastrous experience they had endured. So why do we not heed the warnings?</span><br />
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"You don't understand the language"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />One of the problems is that the language used in the Japanese inscriptions is not the language used today, so the current generation don't understand the message. Similarly, we are at risk of also disregarding rules and principles that sit at the core of our organisations because we are simply unable to interpret them or the language used has lost its potency. Maybe the media holding the advice or the format cant be played on our newer devices. Maybe its just that the message is just not contemporary enough for us.</span></div>
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br /></span></div>
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"You have never experienced the event"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Another problem is that many of our people have not experienced the event for which the rules or principles apply. They have not endured any hardship or "tsunami" events. Our people have joined our organisations during the growth and good times and probably inherited prosperity, not understanding where or how the first dollar was earned or the near collapse that happened. Try explaining the great depression or the GFC to future generations. How will your warnings be heeded or not by those you hand over to? How will you communicate the message?</span></div>
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br /></span></div>
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"Where is our house built?"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Is it time to take a walk around and look at the coastline. Are there things that we have overlooked in the journey of our predecessors that need heeding. Are we just keeping up with the latest medium without bring across the media itself? Do we need to go back to the founding statements of why we are here and why we exist, and examine where we are standing at the moment?<br /><br />Have we been drawn into the "global village" down by the coast to be with everyone else? Are we in the danger zone?<br /><br />Are there things in our personal life that need to be relocated?<br /><br /><b>Have we built our house below the warning stone?</b></span></div>
</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-29092276590451325052016-08-22T00:32:00.000-07:002016-08-22T21:10:51.039-07:00Warning Stones - Have you built below this point<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvNbfHvppIgJYhfAmxVhOF-FSXCo6N8r6bjAxyA4Eu89gfihFyOuYfmeCiP5hLkXrSRI0mpbjohnBAw5Tjz8k8fG_7KST4BJXdcwpXfusLTTApDFp4D93LFN6w0qcR9bx2uaJ3PhSzovwL/s1600/800x600_q85_crop.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvNbfHvppIgJYhfAmxVhOF-FSXCo6N8r6bjAxyA4Eu89gfihFyOuYfmeCiP5hLkXrSRI0mpbjohnBAw5Tjz8k8fG_7KST4BJXdcwpXfusLTTApDFp4D93LFN6w0qcR9bx2uaJ3PhSzovwL/s320/800x600_q85_crop.jpg" width="320" /></a></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">At the edge of Aneyoshi, a small village in Japan, stands an ancient stone tablet. About 3m high it is one of many similar markers, some up to 6 centuries old, dotting the Japanese coastline that stand testament and state warnings to the community. The one at Aneyoshi says "Do not build your home below this point", proving its message to within 300m of the tsunami impact of 2011.<br /><br />As I read articles about the existence of these warning stones and the experiences that drove the communities to erect such sign posts I cant help but see the kinship to warning stones that may exist in our organisations and institutions. Warning stones that are similarly ignored or not understood. "Do not build your houses below this point"</span><br />
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Japanese history is dotted with similar tsunamis to that of 2011 so you would think that the message was pretty clear, "do not build your houses below this point". No argument or discussion. Just don't!<br /><br />Similarly there are many warning stones or markers that organisational founders and developers leave for us that should be heeded also. Just like the ancient Japanese it was the intent that their descendants avoid the disastrous experience they had endured. So why do we not heed the warnings?</span><br />
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"You don't understand the language"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />One of the problems is that the language used in the Japanese inscriptions is not the language used today, so the current generation don't understand the message. Similarly, we are at risk of also disregarding rules and principles that sit at the core of our organisations because we are simply unable to interpret them or the language used has lost its potency. Maybe the media holding the advice or the format cant be played on our newer devices. Maybe its just that the message is just not contemporary enough for us.</span></div>
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br /></span></div>
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"You have never experienced the event"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Another problem is that many of our people have not experienced the event for which the rules or principles apply. They have not endured any hardship or "tsunami" events. Our people have joined our organisations during the growth and good times and probably inherited prosperity, not understanding where or how the first dollar was earned or the near collapse that happened. Try explaining the great depression or the GFC to future generations. How will your warnings be heeded or not by those you hand over to? How will you communicate the message?</span></div>
<div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br /></span></div>
<div>
<div style="text-align: center;">
<b><span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;">"Where is our house built?"</span></b></div>
<span style="font-family: "helvetica neue" , "arial" , "helvetica" , sans-serif; font-size: large;"><br />Is it time to take a walk around and look at the coastline. Are there things that we have overlooked in the journey of our predecessors that need heeding. Are we just keeping up with the latest medium without bring across the media itself? Do we need to go back to the founding statements of why we are here and why we exist, and examine where we are standing at the moment?<br /><br />Have we been drawn into the "global village" down by the coast to be with everyone else? Are we in the danger zone?<br /><br />Are there things in our personal life that need to be relocated?<br /><br /><b>Have we built our house below the warning stone?</b></span></div>
</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-7732991897274714812015-08-03T20:55:00.001-07:002015-08-03T20:55:25.174-07:00Collaborative Chaos<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Innovations generally don’t take us from point A to B…... </span><span style="font-size: 12pt;"><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">They take us from point A to Chaos.</span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt; text-align: justify;">Any significant development or change through history
has almost always proven disruptive and often thrown institutions and
conventions into chaos.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE4PRs47WAZAbpkxxbct1_yDpTVvH_De9_nrXQAgL8wB2o8sxZk72JvppyorwD2fCUHld-FgY8IkVgGgHhfYuUx1Ov8iSHMgxR78tEI_RTtQ0P2WzUc-wiScflQNgcLN7zgadVhqIhJGKw/s1600/dreamstime_l_30607585.jpeg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjE4PRs47WAZAbpkxxbct1_yDpTVvH_De9_nrXQAgL8wB2o8sxZk72JvppyorwD2fCUHld-FgY8IkVgGgHhfYuUx1Ov8iSHMgxR78tEI_RTtQ0P2WzUc-wiScflQNgcLN7zgadVhqIhJGKw/s320/dreamstime_l_30607585.jpeg" width="320" /></a><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p> </o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">The new reality of the "blogispere" for
example has clearly disrupted the publishing industry. The fact that I am able
to write this article is challenging the way publishers and media agencies deal
with the prolific reality of amateur and self publishing and the future of
their businesses. The internet and social networks may have provided the
vehicle and mechanism, but the rest is out of any institutions control and is
developing under its own power. It is now also challenging conventional laws.</span><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><i><span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">the mechanisms not the structures have the power to
deliver the solution</span></i></b></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">The "mechanisms" therefore, not the
products, have the power then for organisations to completely rethink how they
achieve otherwise difficult and complex development.</span><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">Creating or utilising mechanisms, not institutions, to
create and develop within, without any apparent ownership by you, may seem a
bit scary or "chaotic" but they also hold the power to provide a
vehicle to deliver significant outcomes for your organisation.</span><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">How much of what you may have identified in needing to
obtain, develop or achieve traditionally involves structural investment and
management to deliver. How often does this become too heavy to manage or create?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><i><span style="font-family: Arial; font-size: 12pt;">Letting the problem out</span></i></b><span style="font-size: 12pt;"><o:p></o:p></span></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><i><span style="font-family: Arial; font-size: 12pt;"><br /></span></i></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<span style="font-family: Arial; font-size: 12pt; text-align: justify;"> </span><span style="font-family: Arial; font-size: 12pt; text-align: justify;">Whilst it is nothing new, very few of us actually
"let the problem out". In other words "not own" the
development, but provide a collaborative tool that gives the market source (the
apparent chaos) the power to organically produce the outcome for you.</span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">Two things will happen. The source providers will give
you more than you could actually produce inside your own capabilities and the
the market consumers will show you the real focus of where you need to go.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><i><span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">Retaining or trying to institutionalise knowledge will
only limit what can be achieved with it</span></i></b><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">Knowledge is one thing, that is the key to success,
however retaining or trying to institutionalise that knowledge will only limit
what can be achieved with it. The limitations being the very institution
that tries to control and manage it.</span><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<br /></div>
<div class="MsoNormal" style="text-align: justify; text-justify: inter-ideograph;">
<span style="font-family: Arial; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-fareast-font-family: "Times New Roman";">Real innovation is achieved when the the knowledge it
let loose.</span><span style="font-family: Times; font-size: 12.0pt; mso-ansi-language: EN-AU; mso-bidi-font-family: "Times New Roman"; mso-fareast-font-family: "Times New Roman";"><o:p></o:p></span></div>
<div class="MsoNormal">
<b><span style="font-family: Arial; font-size: 12pt;"><br /></span></b></div>
<div class="MsoNormal">
<b><span style="font-family: Arial; font-size: 12pt;">What can you let loose today?</span></b></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-16011755893090166992015-01-08T01:56:00.000-08:002015-01-08T02:35:48.708-08:00Perverse Incentives<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
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<br />
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Does it seem like you hit a brick wall every time you
ever seem try to make that change or push ahead?<br />
<br />
What is it then, that's running a counter campaign against your objectives?<br />
<br />
Are there incentives that are outweighing the choices that your customers, stakeholders
or employees are making. Not just in a commercial sense but even in what they
seem to value. Incentives that may run counter culture even to what is
outwardly expressed or observed.<br />
<br />
If you are experiencing this sort of environment then step back and think about
what it is that causes you to buy a product or or undertake an activity that
may be against your better judgement. What was the trigger or incentive that
goes on in that space for you?</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="http://4.bp.blogspot.com/-yjMMDYiMbU8/VK5RpFzTqqI/AAAAAAAAI_o/sAlXgPO2LUE/s1600/homerbrain.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://4.bp.blogspot.com/-yjMMDYiMbU8/VK5RpFzTqqI/AAAAAAAAI_o/sAlXgPO2LUE/s1600/homerbrain.jpg" height="254" width="320" /></a></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">It may not have even been a conscious thing, but it influenced your decisions
at the time?</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br />
These are "perverse Incentives”.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">
If you haven't heard of them you certainly will have experienced them. They are
happening every day in every way, and unless you are seeking them out and
understand how they influence you and your stakeholders then you can keep doing
what you do with no effect.<br />
<br />
Perverse incentives may also be emotional or cultural and may not follow logic.
They will also be affected by personal beliefs, so understanding the core
default responses by others is essential in influencing or harnessing change.<br />
<br />Some may come from outside sources that may materialise momentarily or
through social constructs or connections that have no direct contact with your
business or its products.<br />
<br />
It's the reason you change your buying habit purely because the product you
don’t want, comes with something you do! It's why affluence lessens giving, and
social disadvantage strengthens it. </span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Its why certain communities respond to
volunteerism, and others don't.<br />It's why a supported community will actually become less resilient.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">If you understand how an adrenaline fix and a sense of purpose experienced in people responding to significant events, you will understand how this can discourage attention to preventing them taking place.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Look at how people totally remote from events want to emotionally engage with them.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br />
If you train all your life to go to war and never see a battle then what is the
outcome. Is your readiness state providing an inverse climate for other
vulnerabilities or behaviours?<br />
<br />
You may not think so at first but look below the surface and tease out the
butterfly effect. On your product or service? Your people? Your service
providers?<br />
<br />
Retail marketers and strategic advisors understand this more than others but
many organisational leaders often overlook these as they endeavour to drive
change or introduce innovation into the business. They also write off
activities or alternatively, pursue them pointlessly, because they have not
understood the perverse influence that is currently in control.<br />
<br />
Whilst some perverse incentives are enduring, others are constantly changing.
So if you think you’ve found them, keep looking.<br />
<br />
Its not all about the obvious.</span><span style="font-size: 12pt;"><o:p></o:p></span></div>
<!--EndFragment--><!--EndFragment-->Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-8633186376139510042014-12-18T19:39:00.001-08:002015-01-23T01:05:25.085-08:00Organisational Adultery<div class="separator" style="clear: both; text-align: center;">
</div>
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<br />
<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">The trend of "refreshing" Organisational Values becomes rather interesting as it suggests immediately that the current values are not valued, not understood, or are not contemporary enough.<br /><br />Any review of values should be to reflect who we are, however I see many organisations simply trying to reword the language as if somehow it may help our performance or improve culture. </span><br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGvb4mn1NW7HZYCBBLpkdiYCH4Cr_NtPU5cgyQNGRR8wk_yb3xPWZbKzvBlT1IFH4xjTcn9YBxOStBzZOpJF68qSsLNiKsPxYP128anp9MWtXzvwynawf9VF0eEKx_J9krJr2WyKZn53ey/s1600/20141219_181017.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><br /></a></div>
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGvb4mn1NW7HZYCBBLpkdiYCH4Cr_NtPU5cgyQNGRR8wk_yb3xPWZbKzvBlT1IFH4xjTcn9YBxOStBzZOpJF68qSsLNiKsPxYP128anp9MWtXzvwynawf9VF0eEKx_J9krJr2WyKZn53ey/s1600/20141219_181017.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjGvb4mn1NW7HZYCBBLpkdiYCH4Cr_NtPU5cgyQNGRR8wk_yb3xPWZbKzvBlT1IFH4xjTcn9YBxOStBzZOpJF68qSsLNiKsPxYP128anp9MWtXzvwynawf9VF0eEKx_J9krJr2WyKZn53ey/s1600/20141219_181017.jpg" height="240" width="320" /></a><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">From the outset your values are a statement of “YOUR” values. Simply that. Not something you aspire to, or wish you had, as if its a signpost to some distant location or be confused with a mission statement or vision. They should be the ones you actually have.<br /><br />The only reason you should write them down is to share them with your people and commit them to each other. A bit like marriage vows. <br /><br />We often get lost however in the flamboyancy of the wedding day, the word crafting, the artwork and decor rather than the actual "Marriage".<br /><br />So the question begs, why are we attempting to change them? Did we not fully understand them in the first place? Unless we are totally talking a different culture or language that our partners understand, "what is it" we are trying to change.<br /><br />More likely its us.<br /><br />Pulling together and not apart requires a relationship that depends on a common belief, commitment and trust in each other. "A team is not a group of people who work together its a group of people who trust each other”.<br /><br />So how is our trust relationship? If the organisation can’t see the current values being played out then any trust or validity in the values statement is broken and it becomes tarnished or irrelevant.<br /><br />Its akin to an adulterous husband or wife suggesting to their spouse that changing or modifying the marriage vows will make our relationship better.<br /><br />So whats driving that suggestion? Is our relationship weak or wandering? Do I need a new contract to assure me? If we didn't trust the first commitment how is this different?<br /><br />The first step here may be repentance. In an organisation the culture is set from the top not the bottom. So where does that leave the leadership? <br /><br />How strong is the relationship with your people, and how much do you care to make yourself vulnerable?<br /><br />Can your people trust you? Do you trust them?<br /><br />Is refreshing your values just a distraction to the real problem. Was it all about the wedding and not the marriage? Are you avoiding your infidelity being discovered? Is your relationship strong enough to survive discovery?<br /><br />If you can’t get past this aspect then the relationship is already broken. It must be stripped down completely and rebuilt.<br /><br />"Who you are is what you say and how you behave when no-one is looking". <br /><br />So where are you at with your organisational values. Are they your values, or are they only aspirational? <br /><br />If your commitment is expressed every day in every way then a refresh or even a recommitment should be unnecessary?<br /><br />Or are you just being contemporary?</span><!--EndFragment-->Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com1tag:blogger.com,1999:blog-3573161762200496835.post-9656105580645439362014-12-07T01:37:00.001-08:002014-12-14T21:25:35.342-08:00When Good Men do Nothing<!--[if gte mso 9]><xml>
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<br />
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Who is it that ties your hands when influences and actions take place seemingly outside of your control, and in direct opposition to the
principles and strategy of the organisation.<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">I am sure you have all observed or even participated in organisations where the
behaviour of the leadership and observations by some were that their hands were
tied. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Is that really true though? Ever?<br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">A quote by Edmund Burke "The only thing necessary for evil to prosper is
when good men do nothing" came to mind when looking at some executive reactions to events that impact their organisational or personal position.<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Whilst we might try and shift our responsibility to impacts outside our control
there is still the question of how you respond to these events, and how you
portray your true values and beliefs. </span><span style="font-family: Arial; font-size: 12pt;">If you do not demonstrate and reinforce
your values and openly communicate your position to your people then how do you
expect them to either respect or uphold any support for what is trying to be
achieved.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br />
</span></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiv_b83ugxw6t8pbmNZXIDTffohb-JmVzfIwpZgY6JVqhGOj2rn726i9OqjwJ7-TcbSKo5eNPcI_vJJAi0E3BWt-g6AT_kiSxVz4KMLj3Z0S6UQlY_Yox3pPghu_JyCXDEJbZ8aC3NpWJP-/s1600/Tied+Hands.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiv_b83ugxw6t8pbmNZXIDTffohb-JmVzfIwpZgY6JVqhGOj2rn726i9OqjwJ7-TcbSKo5eNPcI_vJJAi0E3BWt-g6AT_kiSxVz4KMLj3Z0S6UQlY_Yox3pPghu_JyCXDEJbZ8aC3NpWJP-/s1600/Tied+Hands.jpg" height="240" width="320" /></a><span style="font-family: Arial; font-size: 12pt;">If your hands are tied then the message is that you are not the leader but the
slave Someone else, not you, then is leading your people. For you to remain silent is
to condone or support the direction of others.<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">So what is your voice in the case of events outside your control? Spit the dummy? Become resistant or even militant? No. There is a voice that
can be heard, substantiated by reason, evidence and belief. Its a voice that
can have an open conversation and lay the path for a way forward that
recognises the drivers and where honest discussion can be made. </span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">A conversation
based on principles that drive a clear strategy for the way forward and declares
a foundation for everyone to know where things stand, particularly your own
people.<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial;"><span style="font-size: 12pt;">Even if you suggest a prudent silent response is best, do your people and any
other onlooker for that matter really know your true position? Is your silence
understood? In a world that likes things to be nice and a sense of keeping the peace is preferred it is very easy to think that doing anything but staying quiet is simply causing trouble. This however provides the greatest opportunity for those that have more sinister agendas to unravel both you and your organisation. </span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial;"><span style="font-size: 12pt;"><br /></span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial;"><span style="font-size: 12pt;">Every time you remain silent you lose a bit of your integrity, and it sets a precedent upon which arguments for the next occasion, and the next, are built. Not just by you, but also by others. You have now given permission for others to lead and to further undermine you and your organisation. What you were trying to avoid has now become the Inevitable.</span></span><br />
<br /></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">The reason why we succumb is often a lie, a lie that we built ourselves. Those that want to seek their own agenda also know this, and only need to test the ground to prove it and induce a reaction (or not) as the case may be. Your fear is usually "self generated"
even if you don’t want to admit it. If you remain silent then their point is proven.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Putting your position on the line or
presenting politically unpopular messaging is what real leaders do.<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">You might say that you always stand on and uphold your principles, however
assure me this. When it’s your job on the line or when the popular belief is
against you, when you feel your hands are tied, will you speak?<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Decide what your response will
be.</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Have you already given the ownership away?<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Does everyone know your true position, or are you silent?<br /><br />
</span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Are you just a good person doing nothing?</span><span style="font-size: 12pt;"><o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial; font-size: 12pt;">Its not too late.</span></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-89071494310139052722014-12-01T22:07:00.004-08:002014-12-10T02:02:59.490-08:00Collective Belief<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">The culture of any group or community really
derives itself from the beliefs of the collective of the individuals, and are are more often based on the transfer of a "convincing story". <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">It can be true therefore In organisations where
this can come from an underlying belief in the sometimes "unwritten" mission statement. <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhG3CIvxRZdFF2-OpgAF1SbmMRik2ItP7DHys-d2LnIW1H3TIp71U-K4HyzwZmU-2QFNji-4iKo2BJMYmioaPy7CmQE6pd3EKZomqbhGXgJ-_A029G77m8K1rWS4hL9XLZBGpRTTZkqJRWJ/s1600/20141202_165604.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhG3CIvxRZdFF2-OpgAF1SbmMRik2ItP7DHys-d2LnIW1H3TIp71U-K4HyzwZmU-2QFNji-4iKo2BJMYmioaPy7CmQE6pd3EKZomqbhGXgJ-_A029G77m8K1rWS4hL9XLZBGpRTTZkqJRWJ/s1600/20141202_165604.jpg" height="240" width="320" /></span></a><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">It takes a strong and convincing alternative story
therefore to change the culture not just a set of words drafted in a
brainstorming session.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">So how do you develop this? Firstly take a hard look at your own actions and words. The ones you espouse when no-one is looking!. What you believe will come out in both your behaviour and responses. So is it
time to honestly put on the table what you believe?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">At the outset, this can prove difficult if a
fundamental belief you have runs counter to the corporate values that are being espoused. This may purely be a belief that a counter culture pervades or a "perverse incentive" exists that blocks any move to shift current culture.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">If this is true then you will constantly be under
significant stress and will never change the culture or achieve the outcomes you desire until you table these
beliefs openly whilst allowing them also to be challenged.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">If leaders are not prepared to put their position
on the line for what they believe then their actions will betray them
eventually if not immediately and no amount of pretending the will change it. </span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">"Fake it till you make it" just doesn't work.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">I watch many organisations struggle to engender a
"preferred culture” whilst ignoring the discussion around what they
“believe” and what their employees “believe”.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Before you embark on the values and culture journey or even set your strategy, take some time to discuss the "collective beliefs” that exist within your
people and in your customer base. What are the common ones? What are those that will simply block any
shift to a desired state? Which ones are “real” and which ones are “false"<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Which beliefs are influenced by "convincing
stories" pervading within your organisation? Which ones did people bring
with them.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">From this understanding you will be in a far better
place to identify what you can, or even need, to influence. What convincing
stories are able to be told and "what makes them convincing".<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">What stories have influenced your beliefs? Are they
still convincing? Are you prepared to challenge them yourself before you go out
and attempt to provide a convincing story to others? Will they stand up to
challenge? </span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Christopher Columbus was convinced the world was round and his actions followed that belief. How would his journey have been affected if his crew believed it was flat? Was there a convincing story told here?</span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">The thing about the word “convincing” it usually
relates to evidence based experiences. If you or your people have overwhelming
experiences that underpin their beliefs then you need to ensure that these are
openly surfaced. From here a convincing story can then be written together. One
that will have a firm foundation and demonstrate itself in actions and voice
without coercion and something that the organisations people “value” and convince others.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">You may even decide that the culture you are trying
to influence doesn’t need to change, it just needs to be harnessed!<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">It starts with you however. <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;"><br /></span>
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Whats the "unwritten story" being told by you, </span><span style="font-family: Arial, Helvetica, sans-serif;">and is it convincing?</span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Did you bring it with you or did you hear it somewhere?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; font-size: 12.0pt; mso-bidi-font-family: Times;">Are you prepared to write it? <o:p></o:p></span></div>
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<span lang="EN-US" style="font-family: Times; font-size: 12.0pt; mso-bidi-font-family: Times;"><span style="font-family: Arial, Helvetica, sans-serif;">Are you prepared to hear another story?</span><o:p></o:p></span></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com1tag:blogger.com,1999:blog-3573161762200496835.post-27345277080030825142014-05-18T00:38:00.004-07:002014-12-08T19:02:37.327-08:00More or Less<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">It
was a well known question from the Charles Dickens character, Oliver Twist. "Please sir, can I have some
more?” <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;"><br /></span></div>
<div class="separator" style="clear: both; text-align: left;">
</div>
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<span style="font-family: Arial; font-size: 12pt;">How much of what we do in life or business are we constantly either asking or
expecting the same thing? For more!. More profit, more production, more effort, more overtime,
more pay, more attention etc. </span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">If
we were to closely look at our organisational strategy (or even our personal
one). What is it saying? What
message are you selling? Is it about being in front or getting more?<o:p></o:p></span></div>
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<br /></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIFYZMZcHxaHpD5r8LyvvYU5berw1EIUpBuk2Rq71PduHg8A4OUpOjR08kXIx7YQlJXS_E-Nb_JJ_iyh7LVAc4j4wZzqUocYhm5FoYVWOQ8g4Nz0EfyLaVWCxi27lFrRUq6wr1FZjSYpES/s1600/oliver+twist.jpeg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhIFYZMZcHxaHpD5r8LyvvYU5berw1EIUpBuk2Rq71PduHg8A4OUpOjR08kXIx7YQlJXS_E-Nb_JJ_iyh7LVAc4j4wZzqUocYhm5FoYVWOQ8g4Nz0EfyLaVWCxi27lFrRUq6wr1FZjSYpES/s1600/oliver+twist.jpeg" /></a><span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">If
we were to challenge our intent, and measure it against the picture of the rat "racing" in a ladder wheel, what would we see? The “more"
the rat runs around the wheel the “less" he gets anywhere. Does our
strategy or intent therefore provide for real sustainable change, or are we just really
contributing to the speed of the wheel. Are we able to think differently or are we just contributing to the "rat race"?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">To
really make a difference requires different thinking. It was Einstein that
said "it requires different thinking to solve a problem, than the sort of thinking
that created it”.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">So, lets step off the wheel for a moment. What if we started asking for less? What effect would this have on our
environment? Not just the physical environment but also the social and even
business environment that we operate in. What would it do for our employees? For our family?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">What
if we were to accept less pay, have less stuff at home, have less things we are
trying to achieve, demand less support, work less overtime, demand less of our
employees, etc.?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
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<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">Before you stop reading, thinking I have no idea about economics, just take a moment and put aside our embedded thinking and add up what is really being achieved. <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">History
will show us the cyclic round of boom and bust that all the economies of the
world experience whether it be through war or financial greed, however we
continue to think we are getting smarter. We analyse the economic statistics
and indicators and try and predict the next flow. We even call this "foresight"!
We buy and sell hoping to get “more” bigger, brighter, better. But do we get
any "more”?<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">If your success then, is really just a measure of how fast you are spinning the
wheel, you are probably only a slave to the wheel. <o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">If
we really want to encourage or express true innovation then we have to
introduce some disruptive thinking. Are there conventions that we simply will not question because they are so embedded.<o:p></o:p></span></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">Spinning
the wheel faster or trying to predict the next “cycle" of the wheel
rotation is far from innovative. Everyone else is there already and having your
people taking turns at the wheel does not provide any value for you or them.<o:p></o:p></span></div>
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<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">Start
looking for the “wrong answers” (unthinkable) and you might just stumble upon a
right one. </span><span style="font-family: Arial; font-size: 12pt;">Stop
looking at your life and business the way everyone else looks at it. Be really
innovative. Even engage your people in the process. It may just be the
differentiation your looking for.</span></div>
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<br /></div>
<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">People
might think your stupid. They may even think you are careless but robustly challenging</span><span style="font-family: Arial; font-size: 12pt;"> where your headed is not careless but "considered". </span></div>
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<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">Your critics will most likely be the creatures on the wheel!<o:p></o:p></span></div>
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<br /></div>
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<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">What is "more", and why are we all still asking for it?<o:p></o:p></span></div>
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<span lang="EN-US" style="font-family: Arial; font-size: 12.0pt;">What if our "less" created "more"?<o:p></o:p></span></div>
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<br /></div>
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sir can I…….?"<o:p></o:p></span></div>
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Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-12080892784691369342014-03-01T23:52:00.002-08:002014-12-14T22:09:21.369-08:00Jugglers
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<!--StartFragment-->
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">When
we think of jugglers we often think of buskers in the street or at a circus. We
are amazed at their ability and sometimes even imagine ourselves being able to
do the same. We ponder too the practice it took the performer to get that good
at it.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">So
when it comes to our leadership we might not realise it, but we often apply the
same logic and thinking. How often do you feel compelled to keep many
activities, functions and issues in the air at the same time as if its a skill
to be sought? Do you live with a constant pressure that if you "drop the
ball” you have failed in some way or other?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKKO_Gm38M2LXq2xeuYu8pgCZKGmELfs7hCZLFgFRak20rPCUbI1vhZiZM6wS6tKKS30VhXrMkA6fxeVonQktwp84uAlysuLjjG48XR37T4ZVvj3vrls0z8My84hLhpnIiKgoyBpKaE-yR/s1600/20141215_170324.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhKKO_Gm38M2LXq2xeuYu8pgCZKGmELfs7hCZLFgFRak20rPCUbI1vhZiZM6wS6tKKS30VhXrMkA6fxeVonQktwp84uAlysuLjjG48XR37T4ZVvj3vrls0z8My84hLhpnIiKgoyBpKaE-yR/s1600/20141215_170324.jpg" height="240" width="320" /></a><span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">We
get easily fooled into thinking that we have to be dealing with, (and good at),
many things at the same time, to be successful. We may have even developed an
addiction to the adrenalin it produces. I have also seen many leadership
trainers use juggling as part of their workshops as if this is an expectation
of being a good leader!<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">We
each bring specific skills and talents to our organisation and I would caution
to think any of them includes juggling. Even if we are not overtly driving this
trait we may inadvertently expect our people to copy this performance in some
way. <o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">There
are several important things to consider about juggling and jugglers<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Jugglers
are only focused on one thing. Keeping all the balls in the air! They can’t
afford distractions and they have no ability to include too many other
considerations whilst in the act. Opportunities then for adaptive response to
change are reduced. Is this how you want your organisation or people to
operate?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Jugglers
are entertainers and usually that’s their skill, “entertainment". You
might last for a time but eventually the organisation and the people around you
will be looking for more. I could be wrong, but throwing objects around in the
air usually produces nothing.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Is
it time to stop the "juggling act" and focus on what you really do
well? Instead of tossing the implements up and around, actually use them to
develop something useful.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">As
real innovation requires "disruption" where can this take place?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Juggling
is very self-focused. Whilst they may acknowledge the people around them, they
really only afford spectator value for their juggling act. Can you really
afford time for what your people have to contribute or do they just upset the
equilibrium of your act. Its this opportunity that you can offer in being part
of their growth as well as you own, and it will provide a more productive kind
of leadership than is being demonstrated in many places today.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Jugglers
can rarely deal with different objects or quantity outside that which they have
practiced. Try introducing a spade, hammer, spoon or javelin to a ball
juggler’s repertoire without extensive prior practice. Jugglers may look like
they are adaptive but they are not. sooner or later they will drop the ball,
spoon, pan, knife or similar. There is always a point of overload and the whole
lot comes tumbling to the ground. <o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Finally,
Jugglers rarely make room for others, They are focused, singular and rehearsed.
They leave little room for others to join in and the performance is all about
the juggler. If the organisation is all about your juggling ability, then how
are you making room for others to participate in the problem or support you in
a real way?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Why
do we waste so much time trying to be good at something we're not. I have not
seen one good leader who is successful at everything at the same time. Stop
listening to the world and excel in what you do well.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">The
ball or balls you let drop are also the very opportunity that your people have
been waiting for to share and show you their skill. <o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Are
you a juggler?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Are
your people simply watching your performance?<o:p></o:p></span></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Can
you "drop the ball”? <o:p></o:p></span></span></div>
<div class="MsoNormal">
<span lang="EN-US" style="font-size: 12pt;"><span style="font-family: Arial, Helvetica, sans-serif;">Will
you drop the ball?</span><span style="font-family: Times New Roman;"><o:p></o:p></span></span></div>
<!--EndFragment-->Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-73284356599174585142013-10-29T01:59:00.001-07:002013-11-08T17:23:16.142-08:00Stop Lights"Traffic light" dashboard reports are now commonplace in many organisations. Whilst this has most definitely improved the way executives look at their business it has brought with it an underlying culture, which avoids a "red light" at all costs. We see them as failures and not opportunities or even successes.<br />
<br />
<div>
Just like our frustration sitting at the red light at an intersection, we translate the same response in our organisations. We want an unencumbered ride down the road and we want all green lights showing on our report cards. We see this as success however the result means that we may be missing some valuable observations along the way. Our people are geared to pursuing green lights if even running the amber light is what it takes.</div>
<div>
It is also the continual interchange of lights, both red and green, that allows the whole organism to flow in many different directions and operate effectively. It’s the red lights in life that allow us to get through as well as the green ones and not totally jammed in a bottleneck.<br />
<br />
Wisdom, leadership, strength are not attributes born out of a "green light" life. Laziness obesity and ignorance are such outcomes.<br />
<br />
Every red light should be looked upon with opportunity and potential. Our tendency to avoid red ones or become extremely agitated or angry says a lot about exposing the decisions we made prior to being held up by the red light. Like the reason we might be in such a hurry in the first place?<br />
<br />
Waiting is something we don't do well. We respond continuously upon the pressure on a leader to "act" and it takes a greater portion of character and wisdom to "wait" or "stop" for a moment.<br />
<br />
When for instance has the actual red light ever caused you to fail? If you can sight one that didn't involve a decision you made, or another event, and not the stop light itself I would be surprised. So let's look at red lights differently and what they provide for us as leaders.<br />
<br />
Red lights on a report provide for us an opportunity to grow, and engage us in recognising that that part of our business might require investment or support. Just like the indicator lights on the dashboard of our car these are signs that we may have overlooked some maintenance or inadvertently forgotten to refuel. In the busyness of life we often need these indicators to pull us back into focus. Instead of seeing "red" and treating these as a pure annoyance we should be entirely grateful that they are there.<br />
<br />
If our people feel “safe” in flagging red or amber lights we will reap the benefits of insights that may avoid a greater collision further down the road. It will cause us to become aware that we are actually at an “intersection” that requires a decision which we otherwise would have missed.<br />
<br />
Are we annoyed with the red lights? Do we condemn those responsible as failing rather than being grateful for what they provide, or do we encourage these indicators to be activated rather than avoided?<br />
<br />
Are we inadvertently leading our people to even race through the amber (warning) lights to avoid the red ones?<br />
<br />
Next time you are stopped at the intersection. Take a look around.<br />
Are you really being held up, or is this an opportunity to consider what is really going on.<br />
<br />
It may even give you an insight into an alternative route that you have previously missed.<br />
<br />
Are you only seeing green lights?<br />
What are you missing?</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com2tag:blogger.com,1999:blog-3573161762200496835.post-78181105683229543682013-09-20T23:45:00.001-07:002013-10-17T18:09:07.008-07:00UnthinkableThe word "unthinkable" can usually conjure up sinister, ugly or even devastating images.<br />
<br />
It is maybe this very reaction though, that allows us to miss or inadvertently avoid the true possibilities in life.<br />
<br />
When we are out there continually trying to strategise the next step, idea or opportunity, how often do we include the most unthinkable in those thoughts?<br />
<br />
If we take an example of two fields. One is dry and arid. The other is fertile and green. If we were asked to chose between the two our first reaction would be to consider it "unthinkable" to chose the dry arid pasture. Why? Because several things are at play here.<br />
<br />
Firstly, we put limits on things. secondly we put limits on ourselves, and thirdly we allow ourselves to be limited by other peoples judgement and perceptions who only see the possibilities in what is already primed. We see the investment required on the surface as being beyond its value, we see the effort on our part as being beyond our understanding or competence, and we don't want to appear foolish.<br />
<br />
If the dry field was twice the size of the green field would it make a difference? What if you owned the green field and were offered a swap? For many it would still be unthinkable, even though the difference in the fields was only opening a sluice gate.<br />
<br />
This isn't always the case of course as there may be a significant reason why there is a problem with the pasture however, a dry field is only be that way because no one has invested in it, and are we only seeing it for use as a pasture?<br />
<br />
What drives people to do "unthinkable" things then? Taking them from the "ordinary" to the "extraordinary".<br />
<br />
For some its desperation, for others its the realisation that many things are possible because they have tried them before. and survived. Others simply see what others miss.<br />
<br />
Whilst we shy away from the unthinkable many of them are realising themselves every day, either naturally or by others, with or without our conscious involvement?<br />
<br />
If we look back over history or even our own life how many things can you identify which years prior to them coming about or existing you simply thought "unthinkable"? Watching TV on your wrist? You think thats normal now but not in 1960.<br />
<br />
The GFC was unthinkable to most right up until the day it happened, and so was 9/11.<br />
<br />
So how do we go about our planning and strategies for the future. What are the conversations we are having with our people. Are we avoiding the "unthinkable". Do we keep it to the foreseeable horizon because anything else is simply too much!<br />
<br />
It might mean completely turning the current arrangements on their head. It could mean partnering with your enemy. It could mean stretching out in unknown territory or it could even mean closing down. What! Now that is unthinkable, isn't it? However, trying "unthinkable" things can be the release of things "extraordinary".<br />
<br />
If you travel in most third world or even many developed countries there are those people for which it is still "unthinkable" that they could be cured, or get a job or live in a house, or drive a car. So its not just the future that might be unthinkable. Its a present condition for many, they just cant see it or haven't experienced any other way. Many communities have no perception that there could be anything different than their current condition. Maybe our unthinkable thing is doing something unthinkable for someone else.<br />
<br />
Unless we are prepared to think the unthinkable we will never hear the warning signs of change or see the possibilities. We won't hear the ideas being generated by our people. and we won't see the over the current horizon. We will stay in the same place we have always been. In the ordinary.<br />
<br />
Those that have developed, built, led, discovered and changed the world through history have asked the question "what if".<br />
<br />
Why not start by trying something unthinkable. You may startle some, but you will definitely stimulate others. One of those might be yourself.<br />
<br />
If the most "unthinkable" things of the past have already happened, then maybe the most unthinkable thing today will have already happened, been produced, or come about tomorrow. Where will you be?<br />
<br />
Are you the change that brings about the "unthinkable" for someone else?<br />
What is the most "unthinkable" approach?<br />
<br />
Whats your strategy?<br />
Is it based on principles that will encompass unthinkable change?<br />
<br />
Are you ready to embrace it?<br />
<br />
What will be lost if you don't?Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-59779354338132731902013-08-21T19:13:00.002-07:002013-08-22T02:35:15.610-07:00Faking It<div style="font-family: Arial; orphans: 2; text-align: -webkit-auto; widows: 2;">
<div class="MsoNormal">
Often referred to by the phrase
"fake it till you make it" is a philosophy that exists on the premise
that starting with the end point will naturally fill in the gaps that get you
there. If you keep acting it out then it will become a habit and eventuate. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The problem with this is we become
creatures of habit rather than engaging with the reason "why" we do
things. We miss the problem, or “root cause” and embed into our culture a
"process" rather than a "passion" and may even fail to help us realise the end benefit.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The common approach for leaders to
continually take a helicopter view can inadvertently cause us to lose
an important element of engaging our people.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Ever flown to another city and tried to
describe or even relate to the intervening countryside below? With the people,
towns, culture or even weather that made up the distance in the space in
between? You might like to think that you can identify with what its like down there, but you simply can’t because you bypassed all that, and jumped
straight to the end destination.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We often attempt to do this with our
organisations and people by developing strategies, defining values and behaviours
hopefully inspiring our people to move to that place as if by
"defining" certain behaviour it will happen.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We have become so used to
"fast-tracking" our lives and utilising instant technology
we have skipped the importance of actually "traveling" the
distance. What works for point to point air travel simply can’t be applied to
much of our business or simply achieved by establishing values, behaviours, a
charter or a value statement. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There is a story about a child that
asked his mum why she chopped off the end of the turkey before putting it in
the oven. His mum replied that she thought it helped the meat cook better
inside but maybe he should ask his grandmother. The child went to his
grandmother and asked the question again. His grandmother responded saying that
she thought it allowed the juices to flow through the meat enhancing its
flavour but maybe he should ask his great grandmother. The child went on to his
great grandmother and again asked the same question. His great grandmother
turned to him and replied. "Dear that was because my oven was too
small."<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Just like the things that have
influenced our personal development, aspects of our organisation must
be "ground truthed" or experienced. This means getting out of the
aircraft and "walking" the journey. It is by doing this we can see
what is really happening, smell the air and "identify" with our
people what’s really going on. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It is our interaction with the ground
that will both mature our outlook and authenticate the communication you need
to have, firstly with your people and then with your customer.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Failure to do this will also smother
innovation and detract our people from thinking for themselves. If we don't
understand and experience the "why" we won’t identify any problem or
nail the solution.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are we trying to look the part? Have we
really understood the problem? Are we applying a helicopter solution rather
than deal with or understand the root source?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Is what you are espousing authentic and able to be challenged?<br />
Are
you inadvertently causing your people to fake it?<br />
<br />
Could you be faking it?</div>
</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-88548576572512340752013-08-11T21:48:00.001-07:002013-11-10T15:07:27.292-08:00Where there is a will<div class="MsoNormal">
Where there is a "will" there is a way.<br />
<br />
A saying that has been around for a long long time but often neglected for its truth.<br />
<br />
Some of the things that we keep developing and coming back to in our
organisations may be no different to those aspirational "new year
resolutions" that we never really commit to personally. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We
know we need to do something so we keep coming back and working at it again. We
might assign a new working party or undertake another workshop but if we look
back we can see that we end up with same stuff, and ultimately the need for the
same course of action. It might be green with yellow stripes this time, but it’s
essentially the same as the red one underneath. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It
might be a program, review or proposal that has never got past that. It could
be a project that got to the 80% stage and progressed no further or values
and behaviours that we aspire to, but never seem to achieve. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Quite often I hear organisational leaders espouse the desires and
direction for the organisation or team with the picture of what that should
look like but that's as far as it seems to go. The
issue is <b><i>why?</i></b><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Many might suggest that this is because we don't know <b><i>how</i></b> to
get there, however I might suggest it's because we are too <b><i>afraid</i></b> to
go there and thus never really commit our "will" to it!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Health practitioners will tell you that the fundamental <b><i>'will'</i></b> to
change your diet or quit smoking is the key to success. It won't be peer
pressure but a personal and deep down '<b><i>will'</i></b> to change.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If we keep looking to change but don't, then it is our <b><i>fear</i></b> or <i><b>unwillingness</b></i> we
need to address. That’s nonsense, I hear you saying, I am a leader I am not afraid or unwilling! No?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In many cases, whether it's in business or our personal lives we have a <b><i>fear</i></b>
of leaving the known and moving to an unknown or exposed position. Even if our current state is
flawed, at least we know how it works. We excuse ourselves by wanting it fully
thought through and 100% guaranteed and perfect before we take the next step.
Many times that’s just not possible and we use that as our platform to stay
where we are.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We also have an image or persona which is built around our current
state. We are afraid that the change would send a message to our clients or
community that we were wrong somehow, wouldn't it? Afraid it will affect our
credibility. Our image.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The problem here is the fact that your credibility is now already in
question isn't it?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you seeking another program, rewrite or review failing to make the
change or release it hoping that it might tell you a different story?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Could you be responding in fear? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Where there <u>is</u> a <b><i>will</i></b> there <u>is</u> a
way.<br />
Where there is <u>no</u> <b><i>will</i></b>... there is <u>no</u> way!<o:p></o:p></div>
<br />
Are you really willing?<br />
<div class="MsoNormal">
<br /></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-391392604359786182013-07-09T21:10:00.003-07:002013-07-20T06:45:43.166-07:00A Dead HorseRiding in the saddle of our previous success may delude us into thinking that we can cure or give CPR to anything. Convinced that if we continue with the tried old methods, performance will again improve.<br>
<br>
Many Organisations continue to flog people, processes and programs as if pushing or poking them in a different way will produce a desired outcome. When is it time to recognize that something else is in play that thwarts any attempt to "strategize" a solution.<br>
<br>
It could be time to look at the problem from a different perspective or a different lens and not assume that we even can, or should fix it? <br>
<br>
Maybe we are hanging on to a "loved possession" whether it be the foundation enterprise that got you going in the first place or something into which you have invested just too much. Maybe we feel we owe someone or feel a duty of care. Or maybe we just don't want to appear to have invested unwisely.<br>
<br>
To be able to tell the difference between a good investment and something that's at end of life, is a valuable attribute. Maybe its time to recognize your riding a dead horse. Maybe you've even been riding it for some time?<br>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
The tribal wisdom of the Dakota
Indians, passed down from generation to generation, says that when you discover
that you are riding a dead horse, <b>the best strategy</b> is to "dismount". </div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<o:p></o:p></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
Western civilization however has
developed a whole range of far more advanced strategies that are often employed, such
as: <o:p></o:p><br>
<div class="MsoNormal">
</div>
<ul>
<li>Change riders.</li>
<li>Buy a stronger whip.</li>
<li>Do nothing: "This is the way we have always ridden dead
horses".</li>
<li>Visit other countries to see how they ride dead horses.</li>
<li>Perform a productivity study to see if lighter riders
improve the dead horse's performance.</li>
<li>Hire a contractor to ride the dead horse. (Can be as useful
as a saddle when it comes to protecting you're backside!!)</li>
<li>Harness several dead horses together in an attempt to
increase the speed.</li>
<li>Provide additional funding and/or training to increase the
dead horse's performance.</li>
<li>Appoint a committee to study the horse and assess how dead
it actually is.</li>
<li>Re-classify the dead horse as "living-impaired".</li>
<li>Develop a Strategic Plan for the management of dead horses.</li>
<li>Rewrite the expected performance requirements for all
horses.</li>
<li>Modify existing standards to include dead horses.</li>
<li>Declare that, as the dead horse does not have to be fed, it
is less costly, carries lower overheads, and therefore contributes
substantially more to the bottom line than many other horses.</li>
</ul>
<b>Which approach have you
found most useful?</b></div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
<b>Is it time to get off?</b></div>
<div class="MsoNormal">
Denial or avoidance wont change the outcome.</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-63534417937201737102012-12-06T23:53:00.003-08:002013-07-13T05:37:54.390-07:00Footprints in the ButterHow do you know when there is an elephant in your fridge? There are footprints in the butter of course.<br><br>Obviously! Why didn't we notice that?<br>
<div class="MsoNormal">
<br>
Whilst this is supposed to be a lame joke, it replicates so much of what goes
on in organisations and many personal lives today, it’s actually not funny. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
Whilst we might refer to elephants being "in the
room" we may actually have put some in our fridge. It’s as if by
preserving them in the cold and dark for long enough we think they won't stink or
simply people won't be aware that we have this great big creature in residence.
<o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
We forget however that like our culture, the fridge is a little
thought about, but essential element of our lives we visit every day, and every
time we open the door, there staring us straight in the face will be those
large "footprints in the butter". <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
The first thing to take into account about elephants is that
they are big and take up a lot of room leaving no space for anything else. Such
things as fruitful discussions, meaningful planning and problem solving have no
room to progress or breathe whilst discussed in the shadow of suppressed
challenges or issues. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
As leaders try to motivate and encourage organisations we
try to also ignore the issues in our strategies and corporate messages. It’s
like trying to add stuff in the fridge when it’s already full and it’s why so
many organisations fail to move forward. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
How can you expect your organisation to energize itself or
your family or colleagues to show enthusiasm, whilst they feel the weight of
barriers that block the way?<br>
No amount of positive thinking will get you going if an elephant is standing on
your foot. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
The second thing about elephants is that they are not
naturally aggressive. In most parts of the world they are used as a valuable
tool, providing a strength in moving otherwise immovable objects and have
assisted in building lasting landmarks. In the same way, ignoring the elephant
may mean denying yourself the greatest opportunity for achieving the results you’re
looking for. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
An idle elephant only gets in the way, but a working one
"paves it". <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
A third thing about releasing an elephant is that to move
it, use it or get it out, it will mean moving or removing some of the other
items to make sufficient room for the elephant to get out. So who is going to
move first? It won't be the elephant. It may need to be you! <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
Most people don't want to be the one to refer to the
elephant as it’s not the elephant they fear but the owner who appears to want
to let it remain frozen. These are the leaders who only work on the paradigm of
positive thinking and who reject references to challenges and blockages as
weakness and suppressive. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
By identifying and “naming” the elephant however you will be
able to harness its power. Instead of being afraid of its size, see its
strength. Leaders who actually engage with the elephant find it not only
friendly but very useful. Obstacles also disappear as the tension is released. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
A standing agenda item of mine is "the elephant".
It actually becomes the most fruitful item as it clears the way forward in any
discussion. It engages the people and it engenders trust and collective
strength. <o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
Are you denying yourself and your people the greatest
opportunity for success?<br>
Are you unable to move?<o:p></o:p></div>
<div class="MsoNormal">
<br></div>
<div class="MsoNormal">
Are there "<b>footprints in your butter</b>?</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com2tag:blogger.com,1999:blog-3573161762200496835.post-82278475069576749902012-08-18T21:25:00.003-07:002013-07-21T20:39:27.617-07:00Fit For Nothing<p><i>It’s not a lack of something that is our problem...</i><br>
<i>It’s our lack of nothing.</i></p>
<p>We continually complain about the need for more resources however it is the very lack of something that is our wealth. The very nature of <i>having nothing</i> can provide us with the best opportunity to move ahead or expand our thinking into spaces we would be too lazy to enter.</p>
<p>In the same way we have developed a reliance on technology we have also developed an insatiable desire for money, time, people and all sorts of things to expand or develop ourselves and our organisations. It comes to a point where confronted with something like a power outage many people become disabled, not knowing how to cope, almost as if they themselves were plugged into the power socket.</p>
<p>I see this every day in such examples as the EFTPOS machine going offline with a queue of patrons waiting. People paralysed and stressed when right in front of their faces there are many alternatives. Whilst a 'continuity' plan may go some way to resolving this, it’s the complete numbness in our human processing that pervades when confronted with <b><i>nothing</i></b>. Working on the premise of 'continuity' also emphasizes the fact that we don't want to change what we are doing we just want to ‘continue’ and not be interrupted, choking the greatest opportunity for development in us and our people to show initiative, agility and resilience in all environments.</p>
<p>We have been deceived into a place where we are translating doing more with less, into 'less effort', rather than just less, or even <b><i>nothing</i></b>.</p>
<p>When was the last time you used a pencil? Do you even have one? If you had no white board what would you do? Could you or your staff give a presentation that did not involve PowerPoint slides? What if the power went out just before that meeting? Could you or your people deliver the message or hold the conversation with <i><b>nothing</b></i>?</p>
<p>If we want ourselves, our organisations and our people to really develop flexibility, initiative, innovation and confidence maybe it’s time to put ourselves on a diet. Look around and ask, is my organisation fat? Are my people obese? Are we agile and fit? If I pulled the power switch now would their lights go out or would they transition readily. How would they behave? Would they readily embrace disruption as if it’s a normal day?</p>
<p>In trying to focus on gaining a competitive advantage and maintain our place we may be overlooking the best advantage we could have. Is it time to change from a continuity plan to an adaptive one and throw away the reliance?</p>
<p>The generation that invented and developed what we rely on today, were able to do it with <b><i>nothing</i></b>. If we were placed in the same space today could we? Could our people? Have we lost all those skills that made what we have?</p>
<p>Your competitive advantage may be your organisations <i>fitness for nothing</i>. Is it time to cause a famine? It will mean going back to basics and relearning skills that we have forgotten or thrown away. It will invoke new and exciting conversations. It will result in <i><b>doing more with nothing</b></i>, and it will allow your people to embrace the future and not be paralysed by <b><i>nothing</i></b>.</p>
<p>Can you '<b>do this without this</b>'?</p>
<p>When you are <i><b>fit for nothing</b></i> you may actually have <b><i>something</i></b>.</p>
<p>Are you ready?</p>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com1tag:blogger.com,1999:blog-3573161762200496835.post-78048686344216217482012-07-28T23:10:00.005-07:002014-05-22T00:38:34.109-07:00Are you there yetAre we there yet? Are we there yet?<br />
<div class="MsoNormal">
<br />
Any parent of young children has had this question asked of
them. We start out on a journey having given our children all the assurances
that it will be fun and where we are going will be worth it. We load them up
with things to do, goodies to eat and games to play hopefully to distract them
from the distance to be travelled.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It’s not long however before they call out "are we
there yet, are we there yet?" Because they have no means of identifying
what the destination looks like and no means by which to measure the time and
distance they start to become restless. They begin to view it in their own
terms and measures and it all becomes boring and tiresome.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If we apply this analogy to how individuals or organisations
define their vision they often fall into a place where parts of their
enterprise will be asking the same thing.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We understand that the starting point for a good plan is the
mission or vision; however in many cases these statements have become more
about branding and image, than a clear destination. The focus is on making an
“inspiring” statement, something that is “attractional” or something that makes
us feel good rather than take us to an identified place.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A strategy is essentially a positioning or an approach which
you or an organisation is taking, in order to reach an objective or
“destination”. It will be impossible to implement however without this being
"tangible" and measurable, and you must be able to
"identify" it when you get there.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_hUEN6S_-lAeWApVGH9EVfA5Hv9DVDdVLxizMFIQoD1rKBMo3cpZQa5TTpf25J5i5F2a3bNv-QnE-M7KUtNFhOfRfraAnPTB3dy4u0DjYAtscTrzmSrCDB03WmN-OF5-yBdCO9S2xFts_/s1600/IMG_20130204_132009.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj_hUEN6S_-lAeWApVGH9EVfA5Hv9DVDdVLxizMFIQoD1rKBMo3cpZQa5TTpf25J5i5F2a3bNv-QnE-M7KUtNFhOfRfraAnPTB3dy4u0DjYAtscTrzmSrCDB03WmN-OF5-yBdCO9S2xFts_/s1600/IMG_20130204_132009.jpg" height="320" width="320" /></a>Whilst a plan with a statement "go west" may seem
like an exciting one, it’s not until you are somewhat along that journey that
you will realise that this statement or "vision" is left wanting. It
provides an unclear base for next level planning, resourcing or even risk
management. For instance "how far west" are we going, or “do you mean
due west”?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If the destination or location is not clear, then appropriate risks and a strategy involving your "positioning" or
"approach" cannot be developed or addressed.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This is why many organisations fail to move forward and why
the people within those organisations struggle to align any efforts to measure
or credibly invest in what needs to be done or even identify what may be a
problem.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If your people can't articulate your destination, see that
you are going the right way, and be able to recognize when they get there, then
two things will happen.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Firstly, they will lose interest and become disengaged from
what they are doing and from the leadership and secondly, they will eventually
look for somewhere else to go!<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Is it time to get off the bus and take a look at the
destination label on the front? Where are you going? Is it clear to all who are
on-board and anyone who may want to get on?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It’s been well versed that, if you don't know where you’re
going, then anywhere will do! This may be fine for drifters but not for
leaders.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Will you know when you get there? Are you on the right road?
Do you have enough fuel to get there? How long will it take?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
So when you hear, "are we there yet", what will be
your response?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-80979885641952923472012-06-15T00:23:00.004-07:002012-06-17T00:47:08.641-07:00The problem with solutionsWe have all heard the song of the little old
woman that swallowed the fly, then swallowed the spider to get the fly, however
we probably don't realize how some of our strategies and business approaches
are inadvertently based on the same principle.<br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How much time and energy do we put into resourcing demands that have
actually been created by the solutions we put in place from a previous
strategy. Many business proposals present the "problem" in the
context of "we need......" and similar dissatisfactions. If you
step back from these presentations you will see that what is being put is
really a solution not a problem.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A ready example of this is, "we need more money". The
problem may actually be, "I spent or committed too much". This
of course can be the pains of a growing organization however could be the
symptoms of an organization that is destined to accumulate further burdens that
will emerge down the track. It’s important therefore to be able to discern the
difference.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The first thing to challenge is "what is the problem".
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
By saying "we need" something you have already come to the
conclusion that this is the "solution" and not having it, is the
"problem". This "need" however is not the problem but an
indicator of something deeper and if you continue your business planning in
this paradigm then the solution will readily become your problem. Whilst
we may put things in place such as "investment logic" processes we
are still at risk of solving the "solution" rather than the
"problem". <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In an environment where "growth" seems to be a key success
factor, organizations and individuals can very easily be driven by the elements
and structure that they build around them rather than the market forces and
requirements that originally gave them birth. The inadvertent problem
(solution) solving strategy being applied can eventually drown them.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
A test to apply is to ask the "why". Why do we need
whatever? Then ask "why" again to the answer you get. Then ask why
again and again at each response you get or give to yourself. When you can ask
"why" no more, you may have identified the problem. This process isn't anything new, however we often don't dig deep enough or seriously enough. You may know you’ve
got there when you get to a statement of fact rather than a request. For instance if you
ring for an Ambulance what your request is "I need an
ambulance" but the dispatcher will be seeking the fact, "I have a
broken leg". This is when appropriate and effective triage and response can
take place. Why do we not do this for our own organisation?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In many cases of evaluating corporate or even personal problems we
can get to 6 levels of asking the "why". Not so unlike the woman who
swallowed the fly then the spider, the bird, the cat, the dog, then the goat.
In drilling down from what presented itself initially as the problem (solution)
we may actually find the real issue which may direct us to effective triage.
The real concern for the old lady was the fly which, if originally left alone,
would not have provided the ongoing and pervading dilemma for the
woman. It may be a funny song to sing to your kids but not what you want
to experience personally or for your organisation.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
It's not easy and at first we may even frustrate ourselves and
others as the natural tendency to protect our "solutions" will
pervade and influence our response to the "why" question. We may even
have a personal investment in the solution. We may also be pressured by the
sense of urgency which may be applied to gain weight to the problem. The fact
is however, if we don't ask we may very well sabotage our own intent.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What happened to the little old lady in the end? She swallowed a cow
to catch the goat then swallowed a horse, "<b>she's dead of course</b>".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Don't let your problem be your solution.<o:p></o:p></div>Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-50495789615714274622012-05-30T01:22:00.003-07:002012-05-30T03:29:04.879-07:00Emergent or Manufactured LeadershipA whole industry exists in the delivery of
"leadership" seminars, training, workshops and courses. Somehow it
seems to be the view that if we consistently bathe in the qualities, quotes and
examples of recognized leaders then some of the behaviours and values may rub
off. Whilst this will always provide a level of professional development, we
are really only developing management to be more effective in what they do and instil
a sense of confidence and purpose.<br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br />
<o:p></o:p></div>
<div class="MsoNormal">
Many organisations have re-labelled "management"
to "leadership" as if by simply changing the title it will change the
attributes of the role. This is essentially "positional" or
"manufactured" leadership. Do we really expect to have an
organization full of "leaders" anyway when most of what organizations
do is administer and manage? We also see schools promoting themselves on the
basis of creating tomorrow’s leaders. Firstly what does that mean, and is this
now a preferred career vocation and the only one to aspire to?<o:p></o:p></div>
<div class="MsoNormal">
<br />
<o:p></o:p></div>
<div class="MsoNormal">
A similar example of labelling is where the term
"hero" is used to describe actions and people who have essentially
done nothing more than their job. Whilst not denouncing the value of the role,
is an ambulance officer, doctor or fire-fighter really a "hero" for
saving someone’s life, when that's what they do every day for a job? Maybe
schools should promote themselves by saying "we create tomorrow’s
heroes"?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Have we similarly corrupted over time the reference to
"leadership" and "leaders".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We also set the premise that because I have a degree or
attended a course in "leadership" then I am one. People now set their
career plan to work through the organisation using aspirational "leadership
behaviour" which is essentially people or behaviour management.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are we creating a breed of "positional leaders"
who may know the process but may very well lack the attributes that the
organisation needs in key roles and then wonder why we fail to move forward and
make the step change we need?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Have we lost sight of those who would lead by their pure
wiring rather than grooming? Those who "have a vision" rather than
invent one? Those who have courage and insight rather than manipulate and
manufacture the space around them? Those who by their simple presence invoke
calm, confidence and respect?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Many current "positional leaders" might really
find it rather challenging if their people started to demonstrate the emergent qualities
and behaviours being put forward as leadership traits.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Emergent leaders will have a vision. They may not sell it.
They may not even drive it. They won't tell you of their leadership ability nor
will they cite their recent qualifications. They will not be self-seeking, but
of a cause and drive that is bigger than themselves. These men and women have
through history, emerged from some unlikely places and positions and if you are
not aware, you may miss them in the noise of the manufactured ones.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Our disappointment with organisational leadership is
potentially of our own making. For it is because of our
"manufactured" and positional approach that we limit the quality of
what we have to our own limitations and what we ourselves allow. We can see examples
of this in current politics, where we can readily see "career"
leaders unlike those who may have “emerged” and led the world through difficult
periods of history.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The qualities we really seek will challenges our own
positions and make us uncomfortable. Are we prepared for that? Are we ourselves
in "manufactured" or positional leadership and struggling to find a
vision. Are we trying maintain our own position and inadvertently stopping the “emergent”
leader from moving us to the next level?<br />
<br />
<o:p></o:p></div>
<div class="MsoNormal">
Are we able to see them?<br />
Will we let them in?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-70917800151643221602012-05-20T03:14:00.001-07:002013-11-06T00:28:50.233-08:00DisturbedA notion of, everything that pleases us is correct and what
bothers us is wrong stems from our "gut feel", which we often use to
make many of our decisions.<br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Whilst this can often provide a reasonable warning indicator
of danger it can also subtly affect the way we interpret many
challenges that are put to us by others. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This one premise can also be the most debilitating
belief for an organisation and for individuals. The belief that an undisturbed
state is preferred, and anyone or anything that
introduces disturbance amounts to dissension basically makes us unable
to hear anything that should "disturb" us. It makes us blind to
opportunities. It will limit our innovation. It will affect any motivation
to improve, or even stop what we are doing.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Whilst we might have various opinions of the story of the
Titanic, do we inadvertently recreate a
similar environment in our workplace or at home. Whilst
we may readily criticize the Captain for not taking heed of the
warnings that were put to him, do we also prefer an undisturbed state with
no challenges? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Do we want our people to be compliant with our
way of thinking? Do we get annoyed when the people around us put a different
view which has the potential to cripple our plans or objectives? Are we
actually dis-empowering our people to actively engage with improving
our state? I wonder what the lookout at the front of the Titanic was
thinking when he notified the bridge to his observations. What about the sonar
operator. Were they made to feel small, did the Captain "value"
their input or concern?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I have often watched employees and members of organisations
put forward "unpopular" views or make hard decisions which resulted
in "disturbance" only to be shut down or left out in the cold for the
sake of a peaceful existence. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Organisational leaders in fact should encourage their
people to confront the norm or challenge decisions. This is the real test to
the validity of the proposed action or direction and tests it for endurance and
purpose. It will also strengthen the relationship within the team environment.
People will feel valued and know that they are able to value add and test decisions. They will
have confidence that what is being proposed can be argued, and supported and
will have its best chance of producing the desired outcome. Disturbance should not be a threat to you. It should be your greatest asset.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Written on a popular t-shirt are the words </div>
<div class="MsoNormal">
<b>Do not
"disturb" </b></div>
<div class="MsoNormal">
<b>I am already "disturbed"</b> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Why not a sign on your door that says<o:p></o:p></div>
<div class="MsoNormal">
<b>"Disturb me"</b><o:p></o:p></div>
<br />Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-29275073608058850502012-05-16T19:49:00.001-07:002013-11-10T15:08:39.892-08:00Empty WrapperWe have probably all heard the response "same stuff
different day" when someone has been asked how things are going. This same
response may be applied when we have a look at the marketplace and its effect
on us.<br />
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br />
Organisations and institutions are continuously trying to
differentiate themselves so as to attract, retain or convince the customer that
what they have to offer is different or has that secret "element"
that will make the difference.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Most of what is achieved or offered however is only
incremental change at the best. Very little development or brainstorming ever
achieves any fundamental change to the way things operate or services are
delivered. That’s because most of us are not prepared to "disturb"
the comfort zone. The consequence of this is that buyers and seekers of
"things different" are becoming increasingly disillusioned and less
inclined to respond to the variations offered which means that any
"real" breakthroughs or achievements are lost in the noise.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Now in short supply of any real innovation, have we now
shifted our focus to "loyalty" rather than real product development?
We spoon feed the market with tantalising tit bits without giving anything of
substance. The appearance is that the provider is "leading" the
market with continual development when in reality they are just drip feeding
the market with average level new options. Options which are actually in
themselves nothing new, they were just (deliberately) missing from the original
model.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The aspect of branding or "wrapping" is also
evident in the car parts industry. The same part will have several different
codes depending on what car you are putting it in and essentially this will
come with the different price. same factory, same part, same everything but we
will pay a different price for it because of the label and some idea that it
must be different and therefore warrants the buyers loyalty. What’s
occurring is a the propagation of a belief in something with very shallow value.
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
There are however some examples of doing exactly the
opposite and even passionately maintaining the "core purpose" or
"original product" at the expense of being "outdated" by
other advanced competition, One of these is Harley Davidson. It was a conscious
decision on the part of that company to stay with their clear mission and
purpose from the start with almost no product change, and it has proved out.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Several things emerge here. Whether we are driving a
business or looking at our personal approach, do we really know what our core
business or original purpose is, or has it. or us, lost our way in the noise?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In our pursuit of bigger, brighter, fresher, have we lost
sight of the true and original product? Do we understand our purpose? Have we missed the real "fundamental" insight,
change or innovation that is required or possible and inadvertently
settled for mediocrity?</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How much do we contribute to the shallow offerings being made? Is our whole kudos or existence built on this? How much is image
underpinning who we are? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Whilst it’s important to keep our lives fresh, and maintain
and update our environment we need to consciously be aware of not losing sight
of the core essentials and purpose. What is our objective and what does it
provide? What is the real fundamental or enduring change that will make the
difference? That may even be getting back to basics. By continually accepting
or promoting cosmetics we may just be encouraging an offering of mediocrity and
be left holding a wrapper. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are we chasing a quick fix that will change with the next
fashion offer?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Is it just the same stuff, different label? Or does the
wrapper contain any stuff at all?</div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com2tag:blogger.com,1999:blog-3573161762200496835.post-49862018614403584252012-05-08T21:04:00.000-07:002012-08-31T17:23:05.679-07:00The importance of getting it wrong<br />
<div class="MsoNormal">
Whilst the credo, "admitting failure is the first sign of weakness"
is supposed to encourage perseverance, it also sends a subtle message
that "failure <u>is</u> a weakness" and admitting it is
worse.</div>
<div class="MsoNormal">
<o:p></o:p></div>
<div class="MsoNormal">
<br />
Thomas Edison, the Wright Brothers, and countless other very bright people that
have been recognized for "getting it right" actually "got it so
wrong" so many times, and I am sure were also ridiculed for it at the
time. When asked about the basis of their success however they sighted this on the number of failures that directed them to the one that worked.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Getting it wrong is so important. It's not a failure, and
understanding this fact will form a critical part of our success.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I assembled some critical components on my car recently and found that although everything
looked "right" it just wasn't. Now I had done this sort of thing on countless occasions on my previous cars so what could be so wrong. I had undertaken the job the way I'd always done it and had always "got it right" but this particular car had a subtle difference (and for good reason) that I didn't realise till I had "got it wrong". The designer had incorporated a very specific element which differed from others. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I could have continued on with the thought that all was
well. The car would have continued on for a little while until a critical
moment arose that depended on this one aspect. It would have all gone wrong at that point.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Some leaders and managers
however inadvertently operate on a similar assumption. They run on the basis of
a process that has been handed to them. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
This may be a learned paradigm that they operated with in
another environment or one that came with the organisation. The failings in
this thinking become quickly apparent though when difficulties arise. What
seemed "right" in one circumstance is very "wrong" in
another, such as a change in politics, economic down turn, market changes or
even natural events. In these circumstances it’s important to know how things do
work, what doesn't work, and why. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Organisational leaders that have theoretical knowledge or
have inherited success usually do not understand how the first dollar, approach
or product was created and why. They fail to have the understanding or
experience of what didn't work which would allow them to use that knowledge to
work through a solution and match it to a particular issue. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Furthermore, modelling ourselves on people who
seem to "get it right" without including the "getting it
wrong" knowledge will eventually leave you quite shallow and wanting when
the environment changes. Simply look at the share market and effect of the GFC.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Of course we don't want to get it wrong when our life
depends on it or in critical situations. We have all seen the outcomes in those
situations. It is probably why people and organisations are actively fearful of
getting it wrong or even admitting it, however they probably only get it
right themselves because somebody else got it wrong first. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We need to provide the safe space therefore to
"get it wrong". For our children, our employees and ourselves as we
will only develop, invent, explore and drive forward when we understand the
importance of "getting it wrong".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Have you really tested it? Have you encouraged the people
around you to challenge it, break it pull it apart? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you prepared to get it wrong?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-69451176888376919582012-05-06T22:25:00.003-07:002012-05-07T00:06:49.866-07:00When no-one is looking<br />
<div class="MsoNormal">
How many meetings have we been to where there is general
agreement in the room to a particular direction or intent however their
behavior beyond that signifies otherwise.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The standard response for leaders and organisations in
developing their mission is to include a "values & behaviors"
statement as part of the Corporate Strategy. Much effort is placed on this
aspect to train, encourage and even mandate that members of the organisation
conform to the desired behavior thinking this will achieve the desired result
or communicate to stakeholders the image they want to portray.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The problem with this is that behaviors are not an input to
an outcome. They are an outworking of a "belief" or what we
"value". What we believe invokes our behaviour. If we believe that
our work colleague is only out for themselves or if we work long hours then I
will be highly regarded, then our behavior will reflect this no matter what my
corporate strategy statement says. I may comply in public but my general energy
will be applied differently in private.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
If we expect our organisations to truly thrive and work
effectively then we need to address and understand what we ourselves
"believe".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
CEO's and leaders often enter an organisation with a view to
"stamp" their DNA on it, assuming also that the people in the
organisation also need "fixing". Much energy is put into a new
"Vision" and trying to change behavior because they want people
"on-board" with a fresh "strategy" or "mission
statement" without first exploring what people "believe" or
"value". The first mistake here is that the leaders
"belief" assumption is that a fresh "statement" will
"fix" the problems.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
I often told my teenage children you are what you think, say
and behave "when no-one is looking".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What we "value" will be very evident in what we
put around us. This includes what we wear, who we wear it around, what we drive
and the subconscious behavior we demonstrate. Do we have people come to us or
do we go to them. do we want people on our terms or do we enter their
environment.<o:p></o:p></div>
<div class="MsoNormal">
What is the last thing you would throw overboard or cling to
if your life depended on it? That's what you value. Even if you would like to think otherwise.<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We will often try to manufacture a behavioral facade to
achieve an organisations mission. Behavior can't be manufactured however, and if
you are a leader it is what you "believe" and "value" that
truly will drive or block the organisation. If you want your people to "get
on board" take a look at how you "behave" and what you
"value" when no-one is looking". Do you really "value"
your people or are you using them to drive your own mission. You may not see
it, but they do and it may be the core blocker to why you struggle to get them
"on-board".<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Rather than driving the behaviors, focus on the core
"beliefs". Your own may be skewed, so put those on the table first.
Be honest with what goes on in your own head "when no-one is
looking". Is it the status, the corner office, the promotion, the proof to
family or a mentor that you are somebody, or the result of your own struggle? <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
You might find you don't need a statement or contract for
everyone to adhere to because it will be a natural outcome of a healthy core
belief. <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How do you think, what do you say and how do you behave
"when no-one is looking". <o:p></o:p></div>
<div class="MsoNormal">
<o:p><br /></o:p></div>
<div class="MsoNormal">
<o:p>If you put those on your mission statement how would they look?</o:p></div>
<div class="MsoNormal">
Because that's what you believe.</div>
<br />
<div>
<div>
<span style="font-family: Tahoma;"><br /></span></div>
</div>Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0tag:blogger.com,1999:blog-3573161762200496835.post-56009295537926433032012-04-25T03:44:00.001-07:002012-04-25T03:44:47.641-07:00Leader or Celebrity<br />
<div class="MsoNormal">
Common belief suggests that the test of whether you’re a
leader or not is to see if anyone is following you. If no-one is following you
then you are not leading anything or anyone. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The problem with this, is that many people consider themselves
great leaders because they have a lot of followers. One characteristic does not
necesarily follow the other. A rock star or celebrity can have crowds of people
swarming after them, crooning, screaming and wanting to emulate them. Whilst some may use their status to further a cause does that status make them leaders? </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Our current culture however has subtly sent the message out
that to be a good leader you have to be popular. To be popular you have to be
engaging, entertaining, make people feel good etc. I am surrounded by people in
positions of leadership who have assumed those roles by popularity not by any
true vision, passion, purpose or courage but simply by the fact that they have
made themselves popular and asume that because they are popular they are a
leader. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
How many leaders are actually struggling to find passion,
direction and purpose because they have focussed their energy in their ability
to entertain. Maybe you once had a purpose and passion but are you dancing to
the expectations of the audience, keeping the ticket sales up and the
auditorium full. Ask yourself then whether you are really leading or
performing. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
People through the ages that have lead ideas, nations or
even just small enterprises that have changed the course of history have not
cared whether there was a crowd that followed. They have been true to what they
honestly believed was right and the vision they had, even at their own peril.
They have stepped into spaces that have been unpopular and have even disturbed
the norm. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Its that courage and sense of purpose that drew people with
them. Its not something they engineered.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
In an age where social media and political correctness also instills a notion that you have to have lots of friends or “likes” to be recognised,
any provocative input is simply to get a response to achieve this.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Many people that have influenced our world have made
themselves vulnerable and expressed the loneliness of forging beyond the
accepted norm.</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
To “lead” means your going somewhere. Are you really leading
people to a destination? Does your destination exclude your own popularity? Are
you basing your "success" on the number of people around you? Are the
people following you just fans? </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you using them or are they using you?</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you just a celebrity?</div>Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com3tag:blogger.com,1999:blog-3573161762200496835.post-70606161663495152782012-04-21T01:01:00.002-07:002012-04-21T01:18:03.068-07:00You can't handle the truth<br />
<div class="MsoNormal">
Most of us know the movie where Jack Nicholson glares at Tom
Cruise in a military court and yells “you want the truth…..<b>you can’t handle the truth!!</b>” </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
The fact is that the character played by Jack Nicholson was
the one who couldn’t handle the truth! What he couldn’t handle was his own
truth being exposed back at him and his reaction was actually defensive even
though it was accusatory. How often have we gone down a path, progressed a
project or made a choice and not too far down the road we realise that maybe it
was a bit flawed. The last thing we want at that stage is someone coming along
and pointing that out to us isn’t it. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Continuously I see key leaders and executives pushing on
with a program, project or line that is fundamentally flawed however they will
pursue it through to its conclusion. Why? Because they live in fear of looking foolish. Is it because we all actually “cant handle the truth”? We all want to be told the truth ..... Don’t we? Yet we
continually tell people what we think “they want to hear” rather than the truth?
Naaah your not fat you look great!</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
We sanitise our reports because we need to show our
superiors we have it under control and, don’t go to your boss with problems only solutions
etc. These subtle messages become implanted in our heads and are further
influenced by a culture and training that says success is measured by your
achievements and completing projects “on time” and “on budget”. This thinking
provides little safe space for team members to be able to identify, shut down
or challenge anything. We have been taught to put aside our fears and to move
forward in uncertainty however we have not supported the need to also stop!</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Do we have the courage to be proactive in stating that we
need to change and reverse our decisions or admit that we got it wrong (even if
it was so long ago) or are we inadvertently creating fear in those around us in
light or our own fear. Jack Nicholson - “You can’t handle the truth”. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
What would really happen if you front the Boss, Director,
Board or Minister and say “I recommend that we “pause” this project until we
can confidently confirm it will deliver what we thought it would before we lose
any more money or commit any more resources” OR “given the information and
signs that I now observe I would like to change my recommendation on this
matter”. </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Remember the story about the Emperor with no clothes. Most
people can see the truth. But who can really handle it?</div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Are you running a business, project or program that you know
is flawed but are continuing purely out of fear? Are you being driven by
politics (internal or external)? </div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
Have a look at the real outcome and be prepared to challenge
OR be challenged on what you’re doing. </div>
<div class="MsoNormal">
Interestingly enough the title of the movie was "A few good men". Maybe we need a few more.<br />
<br /></div>
<div class="MsoNormal">
Can you handle the truth?</div>Martin Emberyhttp://www.blogger.com/profile/13350674308366638116noreply@blogger.com0