HOW TO ASSESS YOUR ORGANIZATION’S HEALTH

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In 1988 I took a course from a leading environmentalist who has since become one of my mentors. Allan Savory’s life-long work to restore the world’s grasslands through Holistic Management is demonstrated in one of TED Talks popular speeches (http://bit.ly/1kI51ft). What I’ve learned from Allan over the years is to think holistically. That is, humans, their economics, and the environment are inseparable. And it follows that what we do to the land we do to people. How we treat our environment is a reflection of how we treat each other. The health of the cultures that we live and work in echoes our response to the natural world.

Creating a healthy culture begins with an honest assessment of the current health of your organization. Depending on the parameters of the culture you are committed to create, you can apply these questions to a department, a division, or an entire organization. You can even adapt them to your family.

  • How clear – and aligned – is every employee about the core purpose of your organization, your organization’s most fundamental reason for being?
  • How clear are people in your organization about the core values and the kind of culture that your organization is committed to build?
  • To what extent was your most recent hire or promotion decision flexed against the culture you are committed to create?
  • When was the last time you heard a senior executive say they expected to be held accountable for living the core values of the organization? Or an employee taking this responsibility?
  • How cohesive is the executive team that leads this organization?
  • How energized are people and how much enjoyment and fun do they experience when they come to work?
  • How clear are people’s expectations of themselves and of each other? How supported do they feel?
  • What is your level of tolerance for mediocrity and poor performance?
  • How open are people in your organization to discussing the answers to these questions – and move toward a solution?
  • How honest can people be about the answers to these questions when the boss is in the room?

A healthy culture doesn’t get this perfect or live with a pretense of perfection, nor does it live in denial. A healthy culture is, instead, an honest culture. Like a healthy ecosystem, a healthy culture is open and diverse. A healthy culture is willing to look honestly at itself, to see both its functional and dysfunctional sides. A healthy culture realizes that change, conflict, and problems, when faced openly and honestly, are the pathways to growth. And a healthy culture starts with healthy employees – at every level.

Decide, once and for all, that all blame is a waste of time and take responsibility for creating a better culture around you now by taking positive action toward even one of these culture questions. Here are some suggestions to get you started:

– Regardless of your position, step away from your computer in the next week and start discussing these questions. Listen carefully to how people respond.

– Notice your own reaction. Do you find yourself part of the problem, or are you part of the solution? Create an open, respectful dialogue.

–  Commit to changing even one thing.

–  Focus on the positive, acknowledging actions that are leading to a healthy organization.

–  Embrace the negative. Don’t be afraid to get bad news. Every culture has a dark side. Responding to the negative respectfully, responsibly and honestly is the doorway to change.

– Start small. Make incremental improvements. Culture, like most important things in life, is about direction, not velocity.

6 Lessons From A Dying Person

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In the fall of 2013, my sixty-one year-old brother, Hal, was in Vancouver to receive the award for Alberta’s Outstanding Family Physician. Three days before the award ceremony he had a seizure and a few days later came the grave diagnosis: a grade III Anaplastic Astrocytoma – an aggressive, inoperable tumor intersecting three lobes of his brain. The prognosis was grim. With no treatment, he would live an estimated three to four months; with aggressive radiation and chemotherapy, one to three years, and with a miracle, longer.

For the past two and half years I have traveled with Hal through what he has been calling his “Adventure with an Astrocytoma.” This so called ‘adventure’ was at first a grinding mix of aggressive radiation and chemotherapy treatments, with accompanying aphasia, memory loss, itching rashes, seizures, headaches, nausea, diarrhea, and so little energy that putting his feet on the floor in the morning can be called success. Hal’s limbs got skinny and his belly grew from the steroids that prevent brain swelling. With the medication experimentation, the days when he was able to get himself outside into the sunlight and around the block was a ‘Mount Everest’ accomplishment.

While I wouldn’t wish this hell on anyone, I am surprisingly grateful. Hal and I have spent more time together in the past thirty months than we have the previous thirty years. We’ve done some reminiscing; we’ve said “thank you” and have forgiven each other. Every time that we are together, we now say that we love each other. And we make time to hang out when he simply can’t get out of bed, can’t utter a word, and I have no clue what to say. This whole imperfect and human experience of being together in an awkward and clumsy way has somehow been a blessing. This reminder of the impermanence of life has strangely increased my life’s quality. My marriage and my relationships with my daughters have improved as I’ve slowed down and made a little more room to be a bit more present a little more often with those that matter most to me. Being open to the pain of Hal’s experience has deepened my experience of being alive, what matters in life, and what it means, more fully, to be human.

Below are six lessons I have learned thus far on this adventure with my brother and his astrocytoma:

1) Don’t procrastinate getting to your bucket list. If you have some things you are planning to do when you retire, don’t wait. Do it now. The preciousness of life is not realized in the future. It is realized only in the present. There is no guarantee that the future will meet your current expectations.

2) Take time to connect. Life is so short. Every relationship as you know it today eventually ends. Don’t wait for the end to be near to appreciate what is here now. Besides, we never know how abrupt and unplanned that ending can come. You really don’t know what you’ve got till it’s gone. Don’t miss opportunities to be present to the people around you.

3) Embrace the realization of life’s impermanence. “Impermanence is life’s only promise to us, and she keeps it with ruthless impeccability,” writes the poet Jennifer Welwood. The older you get, the more opportunities arise to be with people who are in the sunset of their life. Be with people when they are dying whenever you can. Embrace the experience of dying along with the pain, and your life, and the lives of those still around you, will be enriched.

4) Take regular sabbaticals. In today’s world, with its relentless focus on success and productivity, we have lost touch with the balance between work and rest. Constantly striving, so many of us feel exhausted and deprived in the midst of abundance. Carve out regular time each week for rest, renewal, time with friends and family, and a few moments for yourself.

5) Take care of your health. When you have you health, you have a thousand wishes. When you don’t, you have but one. Don’t take your health for granted. Good health is a source of wealth. Being free of pain is one of life’s most vital blessings. While you can’t necessarily control your health, you can certainly influence it – with good habits. Later life will test your disciplines.

6) Renew your faith. Times of loss afford us immense opportunities to renew, strengthen, and deepen our own personal and individual experience of spirituality. Take time each day to commune with nature and witness the intelligence within every living thing. Spend time in a sanctuary away from the demands of the world. Sit silently and watch a sunset, or listen to the sound of the ocean or a steam, or simply smell the scent of a flower.

The reminder of impermanence awakens you. The awareness of death magnifies what’s important in your life. Remember to stop and embrace fully that which surrounds you. The life you have today won’t last forever, and remembering this will help you appreciate and grasp it more deeply. And in turn, you will amplify your impact while enriching and nourishing the lives of those you lead and enlarge. There is no better personal or leadership development than coming to terms with your humanity.

Seven Ways To Enlarge The Lives Of Others – The Work Of The Best Leaders

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“Believe in your heart of hearts that your fundamental purpose, your reason for being, is to enlarge the lives of others. As you enlarge the lives of others, your life will be enlarged. And all the other things we have been taught to concentrate on will take care of themselves.”   – Pete Thigpen, Former President, Levi Strauss

Not long ago, I had the privilege of touring the plant of a client who hired me to help improve the culture of his organization. As we wandered around, the CEO introduced me to everyone we came across – in the halls, the offices, the labs, and on the shop floors. But he didn’t just know everyone’s name and title. He made a point, whenever possible and appropriate, of making a brief – and positive – comment about everyone. When he introduced me to the janitor, the caretaker’s eyes widened and brightened as the CEO told me how he puts pride into everything he does and that he’ll be greatly missed when he retires next month after more than a quarter century of service. Every employee smiled as they were introduced and the CEO said something positive about the unique contribution they individually made to the well-being of this company. This CEO understands a fundamental responsibility of leaders: to enlarge the lives of every one of their employees.

As I think of my own staff, I realize that I often take them for granted. I give them work to do, put pressure on them to deliver on their accountabilities, and attempt to give them support to do their work. But do I actually make a conscious effort to enlarge their lives? We all get into our routines, our habits, our mundane patterns. In a world of incessant demands, it is easy to lose touch with the people around us and the real work of leadership.

Here are seven ways to enlarge the lives of others:

  1. Care. Enlarging the lives of people isn’t a technique. You can’t fake it. People will see right through you. We all get busy and forget to notice people. Your staff will forgive you for forgetting. What they won’t forgive you for is not caring. Enlarging the lives of people involves caring about people, not manipulating them. People are uplifted and better by being around people who care about them.
  2. Serve. Serving means having a commitment to people’s growth as much as finding the resources to help them get their job done. Serving means making the success of others more important than your own. Serving means making others look good and being willing to not take the credit. Great leaders know that you can’t necessarily make people happy, but you can help them take pride in themselves and their work – by seeing their worth, beyond what they may see in themselves.
  3. Make Time. Enlarging the lives of others takes time. Take time to learn names. But more than that, take time to learn about what matters to people you serve, the names of their family members, and the kind of things they do when they are away from work. Leadership is more than just wandering around. It’s tuning in. It’s paying attention. It’s being in touch. Carry a notepad and make a note of what’s important to the people on your team.
  4. Challenge. If you are going to enlarge the lives of others you have to push them beyond their comfort zone. You have to set a standard that stretches them. And you have to encourage them. “You can do this;” “I trust you;” and “I believe in you;” are enlarging statements. Then model the way. When was the last time you encouraged someone to go beyond what’s easy? When is the last time you did something for the first time?
  5. Accountability. Collin Powell, the former US Secretary of State, once said that “everyone on a team knows who is and who is not performing and they are looking to you as the leader to see what you are going to do about it.” You don’t enlarge the lives of people when you let them off the hook or hold back from having the difficult conversations. Set clear standards and hold people accountable. It enlarges the lives of everyone.
  6. Safety. Enlargement is about creating an environment where people can grow. Bruce Lipton, a cellular biologist, says that a cell has only two options in life: to grow or to protect. If the cell perceives its environment to be toxic it will go into protection mode. When it perceives its environment to be nourishing, it will enlarge. To enlarge the lives of others, you must create an environment that is physically and psychologically safe – safe to work without harm, safe to make mistakes without fear, safe to be honest without retribution, safe to be yourself without judgment.
  7. Appreciation. Appreciation is about acknowledging (both privately and publicly) effective, productive action. Appreciation is recognizing people when they take special care in a delivery, when they go out of their way to fix a glitch in a product, when they make a customer feel extra special, when they send the order out early, when they go the extra mile. Appreciation isn’t empty praise. Appreciation is genuine recognition when someone makes a difference. It’s about catching people doing things right rather than succumbing to the seemingly natural tendency to criticize. Say thank you. What you appreciate, appreciates.

When you are mindful and intentional about making these actions a habit, the lives of people around you will naturally enlarge. As you help people grow in this way, it will inevitably come back to you in the form of commitment, loyalty, and results. As you enlarge the lives of others, your life and your organization will be enlarged. And all the other things we have been taught to concentrate on really do seem to take care of themselves.

Not All Change Is Good – Seven Things I’m Committed To Preserve

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When we moved to Cochrane, Alberta to raise our children in 1991, there were no traffic lights in this small foothills community. Today, there are more than fifteen and it takes about five times longer to cover the same distance through town. You no longer buy fly rods at the fly shop. You buy them at Canadian Tire. The fly shop has gone out of business. The two locally owned bookstores, the best you could find anywhere, no longer exist. We now have a Walmart, Staples, and Sport Check. This little town has changed a great deal in the past quarter century.

I’m all for change. Change is not only a good thing; change is required. Change is an integral part of life. “In times of change,” wrote the philosopher Erick Hoffer, “learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” What I’ve been reflecting on though, is that as necessary as change is, not all change is necessary. Not all change is healthy. Whether you are renovating your home, reorganizing your workplace or redesigning your organization, starting a new relationship or new job, moving, adjusting to being new parents, loving your parents through the aging process, coming to grips with a life-threatening illness, or maybe several of these things at once – remember to ask one fundamental question of yourself and of those you are entrusted to lead: “What are we committed to preserve in the midst of this change?”

While reflecting on the changes that are happening in my life, I developed a list of what I’m committed to preserve. In the middle of the changes you are going through, what are you and those you live and work with committed to preserve? Here’s my list:

1)    Character. Character means knowing what’s right and doing what’s right, even when it causes you discomfort. Character is doing what’s honest and honorable, even when costs you financially. If your character is situational, that is, if it changes with the whims of your circumstances, you won’t have the foundation of self-respect to get through the change.

2)    Faith. Faith is the inner sanctuary where hidden permanence and power reside. My faith strengthens and supports me, allowing me to lean on a compassionate force beyond myself. My faith gives me a compass in the wilderness, a private north star to navigate the journey.

3)    Family. Family is the base camp on life’s Mount Everest ascent. Family is where you stock up, replenish, and take shelter from the storm. Family gives you a place to come home to. Family – whether immediate, extended, or inner circle of most trusted friends – gives you the stability and constancy you need to deal with whatever life throws at you. Change can be lonely, but it can’t be done alone.

4)    Health. Regardless of whatever changes are happening in the tyranny of the urgency around me, rigorous healthy habits sustain me. Ensuring that I get adequate rest and exercise, spending time in the sunlight and in nature, and eating food that strengthens rather than depletes, gives me the energy needed to thrive in change and embrace new possibilities.

5)    Traditions. What I admire about the RCMP, the armed forces, and other law enforcement and emergency services agencies is that they are steeped in tradition and fortitude. But families, communities, and individuals must also maintain traditions. Traditions and strong rituals keep people anchored and stable during the storms of life.

6)    Caring. It doesn’t cost to care. Caring is about taking time for the people in your life that matter, even if you don’t have the time. Caring is about paying attention to the little things, despite the chaos that may surround and pull you into the fray. Caring is about staying connected, even when the world seems to be falling apart.

7)    Attitude. “Everything,” wrote Viktor Frankl, the Holocaust survivor and author, “can be taken from a man but one thing: the last of the human freedoms-to choose one’s attitude in any given set of circumstances, to choose one’s own way.” Whether it’s an attitude of caring or an attitude of building, when the world around you is a problem finder, you can always be a solution maker.

So… in the midst of all the changes happening all around you, what are you committed to preserve?

BRIDGES OF TRUST – 12 Ways To Become An Accountable Person

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From our research and work of building trusting cultures we know that personal accountability is the keystone on the bridge of trust. In today’s world, you won’t get power from your title. You get your power from your ability to build trust. And you build trust first and foremost, by being accountable. It’s that simple, and it is also that difficult.

Below are 12 ways to earn trust, inspire others, and amplify your impact on the world by becoming an accountable person.

1)     Earn the right to be on people’s Accountability List. Accountability is the ability to be counted on. It’s always easier to see a lack of accountability in other people. Make a list of people in your life that you can count on, and don’t ever take these people for granted. They may save your life one day. Now imagine those you serve making a similar list. Ask yourself if you have honestly earned the right to be on their Accountability List and get to work to earn a place there.

2)     Bring a flashlight to work, not a stick. You don’t foster an accountable culture with threats, intimidation, or fear. You build accountability by catching people being accountable, by acknowledging, recognizing, and rewarding accountable action, by shining a light on what you want to build. What you focus on is what grows.

3)     Be an Anti-Entitlement Person™. Being anti-entitlement means that you believe you need to bring value to others before you deserve any compensation. You earn the right to have work/life balance before you expect it. You earn a raise before you presume one. Being anti-entitlement means you chose service over self-interest, gratitude over privilege, and obligations over rights.

4)     Be a contributor, not a consumer. There appears to be two kinds of people in the world: Those who help, and those who hinder; those who give and those who take; those who lift, and those who lean; those who contribute, and those who consume. In the dictionary you’ll learn that to consume is to “destroy, squander, use up…” while to contribute is to “build, serve, make better…” In a consumer society, you’ll stand above the crowd of mediocrity when you decide to be a contributor.

5)     Be an entrepreneur, not a bureaucrat. In the bureaucratic world, people get paid for putting in time and effort. In the entrepreneurial world, people get paid only for the value they bring to others. Whether you are an entrepreneur or a bureaucrat has nothing to do with where you work. It has everything to do with the decision you make when you come to work.

6)     Bring a No-Blame Attitude™ to you everything you do. Your life will change forever the day you decide that all blame is a waste of time.  Accept responsibility, even when you aren’t responsible. Saying, “I’m responsible for that,” will never diminish you. Take ownership for your side of the street. Become part of the solution to every problem that’s in front of you.  

7)     Reach for your passion and purpose. Why do you get out of bed in the morning? What gets you up early? What keeps you up late? What inspires you to go the extra mile? Accountability without passion is drudgery.

8)     Start your day with a private victory. If you want a respectful workplace or relationship, start by earning self-respect. When you respect yourself, others will respect you. I learned from the late Dr. Stephen Covey to start every day with a personal victory. Get the hard tasks out of the way first thing in the morning. Feel good about yourself by conquering a difficult task early in the day. No one ever took pride or developed self-respect by procrastinating or doing something easy.

9)  Read more books, and less emails. Accountable people are life-long learners. They bring curiosity to everything they do. They have a disciplined approach to daily reflection, study, and learning. Accountable people learn from their mistakes as well as their successes. Read more books. Read less emails.

10)  Stay connected. “The eye can’t see itself.” We all need others to confide in, help us learn from our mistakes and increase our self-awareness. Find a confidant. They are a hedge against self-deception. It’s a myth that it’s lonely at the top. It’s lonely only if you isolate yourself. Make relationships a priority. Get away from your computer and out of your office. Be in touch. Listen. Acknowledge people. Accountability without connection is compliance.

11)  Show up on time. Actually, show up early. Make it a habit of deciding that meetings start ten minutes before others say they start. Arriving ten minutes early will create space in your day for creative energy, help you be more relaxed, and will show respect to yourself and to those attending the meeting.

12) Grow where you are planted. Don’t expect that a better job or a better relationship or a better place to live will make you happier. Do what’s in front of you now. Serve where you are. The grass isn’t greener on the other side of the fence. The grass is greener where you water it.

SEVEN ROOTS OF EMPLOYEE ACCOUNTABILITY

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Certain species of bamboo trees in Southeast Asia grow less than an inch in four years, but in their fifth year will grow over a hundred feet. A root system develops below the surface that enables the plant to support its enormous growth in that fifth year.

All systems, whether they are bamboo trees or employee accountability systems, require solid roots to be both enduring and regenerative. Far too many employee accountability and performance management programs don’t have a strong, established root system. Tasks are assigned to employees in a haphazard way, hoping that the worker will “figure it out” and deliver an adequate, even superior, performance. Alternatively, I observe rigid, bureaucratic performance review systems that are demeaning and disconnected from the needs of the human spirit. If either of these are your accountability process, you will soon realize that hope, rigidity, or bureaucracy are not very effective strategies for holding people accountable.

An effective, engaging, and enduring employee accountability process must grow from good roots. After helping organizations develop accountability for more than two decades, I have found seven key principles that form strong roots of accountability.

1) Clarity. Ambiguity breeds mediocrity. People need pristine clarity about what is expected of them in terms of operational results and behaviors. Whenever possible, write down what you expect from each other. Visibility drives clarity. But the most important thing to be clear about is the results expected. If it’s in your area, function, or project, you are accountable. Accountability – the ability to be counted on – is about making a promise to deliver results.

2) Provide Meaning. Accountability without passion is drudgery. Employees nowadays rightfully expect that work will be invigorating and meaningful. It’s much easier to hold someone accountable when you have helped them identify the vision of the organization, how their contribution helps realize that vision, and how their passion and role is critical. Unleashing the potential of your organization and your employees is far more important than some bureaucratic emphasis on ‘keeping people accountable.’ Accountability is a means to a higher end. If you can’t clarify what that end is, you’ll get compliance at best, and, at worst, burn people out. Accountability has to be authentic and meaningful.

3) Agreements. A request is not an agreement. Clear expectations must be followed up with a mutually decided upon agreement. Every request needs a question, “Can I count on you to meet my expectation?” Be sure the person you are holding accountable has the resources, the capability, and the willingness to come through. And… before you say ‘yes’ to a request, be sure that you have the resources, capability, and the willingness to honor your agreement. Don’t ever make a promise you aren’t prepared to keep.

4) Support. Accountability without support is destructive pressure. To be sustainable, every agreement must come with support requirements. Whenever you expect something from someone, it is vital to ask how you can support them. Support requirements make the accountability agreement mutual and respectful. Accountability must shift from a parental relationship to a partnering relationship.

5) Connection. Accountability without connection is compliance. In the age of the internet, everybody is communicating, but few are actually connecting. You can’t hold employees accountable by emailing them your expectations. You have to get out of the office, get in front them, and make the connection. Connection is about listening, supporting, and being genuinely interested. You’ll have a hard time holding anyone accountable for long if they don’t believe you care – not just about the results they produce, but also about who they are as a person.

6) Consequences. Accountability without consequences is meaningless. But consequences are not the same as punishment. Consequences are the result of delivering – or not delivering – on your agreements. If you do what you say you are going to do, there are positive consequences. If you fail to do what you agreed to, there are negative consequences. It’s important to negotiate and clarify consequences as early as possible in the agreement process. Consequences are the key motivators to accountability. Be sure to explore both the internal and external consequences of honoring your agreements.

7) Follow up. What is the required follow up? How often – and when – do you need to meet to ensure the accountabilities to each other are met? These are vital questions in the accountability process.

You might have noticed that the fundamental principles that form the roots of an effective accountability process with others are also the principles that underlie accountability agreements with yourself. When keeping agreements with others or yourself, or holding others to account, be sure to take the time to ensure good roots.