Are you a maverick thinker? By maverick thinker, I don’t mean coming up with the ideas and innovative concepts to run with, rather it’s balancing innovation with what already exists and is successful that might give an organization the winning edge.
For some organizations, especially government, the hiring process is so rigid, it excludes the maverick thinkers, relying more on educational and professional credentials than what they can bring to the table. Toss government criteria in the mix when they have to classify levels to the ‘nth’ degree which adds a restricting framework around how the job gets done, and it makes a huge difference as to whether or not maverick thinkers can thrive or even exist.
Supporting these thinkers while at the same time moderating what they actually fly with will make a difference with regards to payback. That's the role of leadership. Not an easy role by any means. Leadership has to moderate how many new ideas the organization will fly with as running with too many ideas will cause loss of focus and reduced profit in every realm, not just the innovative ones.
Many have no idea what they shouldn’t be doing so dive in with both feet. Some become extremely successful and others can’t understand why they’re struggling. If you talk yourself out of things before they start, you’ll stagnate. If you don’t even conceive that failure is an option, you’re more apt to take risks and play with innovative concepts and ideas.
Energy will be on possibility rather than the impossible. If leadership provides a framework around which these maverick thinkers can ‘play’ then who knows what can happen?
D’you know what I mean?
Next time you find yourself talking yourself out of trying something you’ve been dying to test out, give it a chance. Explore the possibilities with those who can support you and let them see your passion and energy. That’s the first step. You figure out the second that’ll work for you. Go for it! And those of you in positions of leadership? When is the last time you let a maverick thinker really come out to play? If you haven’t, how long do you think they’ll stick around?
Best...
Donna Karlin
*Note: Welcome 131 country subscriber from Guatemala. We hope you stick around for a long time to come and join into the conversation.
Friday, June 06, 2008
Tuesday, May 27, 2008
Absolutely Anything Might Happen
There’s a quote by Monica Baldwin that goes something like “The moment when you first wake up in the morning is the most wonderful of the twenty-four hours. No matter how weary or dreary you may feel, you possess the certainty that, during the day that lies before you, absolutely anything may happen. And the fact that it practically always doesn't, matters not a jot. The possibility is always there.“
For my clients, and me, by virtue of my days becoming theirs, live in a world where it practically always does happen. No two days are alike even if it’s planned that way.
For example, in a global organization that is in the midst of major structural changes the top three in positions of leadership are new, my client is fairly new, and on top of it they are doing a structural change that affects all of management, and all departments as their structure and mandates will change as well. No two days are alike as they are still finding their way. The first thing I asked them was to define the differences between defining their roles and designing them. I wanted to them to take control over whatever it was they could control and if that was working together to define roles and responsibilities, reporting structure, deliverables and to a great extent, even where their offices were located, at least they would feel as if there was some order to the chaos.
Well today defied all the norms and I decided that if I was to break the acute tension that was so tangible you could reach out and touch it, I would have to ask or do something outlandish. So I asked the client I was Shadow Coaching™ what her day reminded her of. She paused for a moment and answered “I can’t say because I have never experienced anything like it! I’m in the Twilight Zone!”
Talk about being given a gift. We looked at the concept of that old favorite show and how it did indeed define their world today. It really was perfect. As we ran from meeting to meeting, watching others stressed to the nines, I engaged my client to partner with me and have a dialogue about working in the Twilight Zone and how even best laid intentions turned out completely different because the world wasn’t in our control. It brought a hint of humor to the entire branch which immediate lessened the stress.
It’s true that humor conquers all. The entire management team went from survival mode to what I call 'thrival' mode. When I left this afternoon they were pumped, smiling and even though mentally exhausted by the sheer volume of work they know they'll have to do in order to make this a success, at the back of their minds they have this vision of working in the Twilight Zone that they will remember with a smile for a very long time.
We changed an environment that wasn't sustainable and put a new twist to it so it just might work. What are you dealing with that you might want to turn around and bring a whole new perspective to? A question that I often ask clients and will leave you with is “What if the next thing you did or said could transform the organization? What would that be? And what would that look like?”
And the answer is?
Best..
Donna Karlin
For my clients, and me, by virtue of my days becoming theirs, live in a world where it practically always does happen. No two days are alike even if it’s planned that way.
For example, in a global organization that is in the midst of major structural changes the top three in positions of leadership are new, my client is fairly new, and on top of it they are doing a structural change that affects all of management, and all departments as their structure and mandates will change as well. No two days are alike as they are still finding their way. The first thing I asked them was to define the differences between defining their roles and designing them. I wanted to them to take control over whatever it was they could control and if that was working together to define roles and responsibilities, reporting structure, deliverables and to a great extent, even where their offices were located, at least they would feel as if there was some order to the chaos.
Well today defied all the norms and I decided that if I was to break the acute tension that was so tangible you could reach out and touch it, I would have to ask or do something outlandish. So I asked the client I was Shadow Coaching™ what her day reminded her of. She paused for a moment and answered “I can’t say because I have never experienced anything like it! I’m in the Twilight Zone!”
Talk about being given a gift. We looked at the concept of that old favorite show and how it did indeed define their world today. It really was perfect. As we ran from meeting to meeting, watching others stressed to the nines, I engaged my client to partner with me and have a dialogue about working in the Twilight Zone and how even best laid intentions turned out completely different because the world wasn’t in our control. It brought a hint of humor to the entire branch which immediate lessened the stress.
It’s true that humor conquers all. The entire management team went from survival mode to what I call 'thrival' mode. When I left this afternoon they were pumped, smiling and even though mentally exhausted by the sheer volume of work they know they'll have to do in order to make this a success, at the back of their minds they have this vision of working in the Twilight Zone that they will remember with a smile for a very long time.
We changed an environment that wasn't sustainable and put a new twist to it so it just might work. What are you dealing with that you might want to turn around and bring a whole new perspective to? A question that I often ask clients and will leave you with is “What if the next thing you did or said could transform the organization? What would that be? And what would that look like?”
And the answer is?
Best..
Donna Karlin
Monday, May 19, 2008
Knowing vs. Not Knowing
I just finished teaching a class in Washington D.C. Every time I teach I'm blown away at the meeting of minds and perspectives and how, through each participant's story they generate entirely new concepts and perspectives and change their well worn paradigms.
People look at their worlds through the perspective of what they know. It’s obvious, right? What I love to see is when they discover what they didn’t know and then want to dive into the deep end of it and learn everything they can. That’s the best part of teaching; watching awareness as it dawns.
It happens to me on a regular basis. When I’m teaching seasoned experienced coaches and look at paradigms, concepts, ways of being and touch on something that had never occurred to them before, all of a sudden the energy in the room is tangible; enthusiasm so intense you can almost ‘taste’ it. Enthusiasm is contagious!
It all starts with each of them sharing their story. As story after story is revealed you can feel the awareness of how extraordinary each and every person is fill the room. From that, through that, it builds into a connection of sorts where everyone in the room trusts the other implicitly with their thoughts, insecurities the "I have no ideas' and do whatever it is they have to do to learn and grow. After all, that's why they come in the first place. They might be seasoned professionals but everyone in that room walks in to learn something new, to be able to go deeper with clients than ever before and to see what's possible.
Possibilities are endless, especially when assumptions are parked.
Thinking you know everything there is to know is the first assumption that has to be tossed aside. From there, it's an open slate, waiting to be filled.
“We can teach from our experience, but we cannot teach experience.” - Sasha Azevedo. I might be the so called teacher but I learn from each and every person in the class. They have a world of experience to share and through them my trainings morph and evolve, as do I.
Mind boggling hmm?
Best,
Donna Karlin
*Note: To read my archived newsletters or to subscribe, visit http://www.perspectivesinbrief.com/
Welcome new subscribers from Cypress, Belize and Sierra Leone. 130 countries and counting!
People look at their worlds through the perspective of what they know. It’s obvious, right? What I love to see is when they discover what they didn’t know and then want to dive into the deep end of it and learn everything they can. That’s the best part of teaching; watching awareness as it dawns.
It happens to me on a regular basis. When I’m teaching seasoned experienced coaches and look at paradigms, concepts, ways of being and touch on something that had never occurred to them before, all of a sudden the energy in the room is tangible; enthusiasm so intense you can almost ‘taste’ it. Enthusiasm is contagious!
It all starts with each of them sharing their story. As story after story is revealed you can feel the awareness of how extraordinary each and every person is fill the room. From that, through that, it builds into a connection of sorts where everyone in the room trusts the other implicitly with their thoughts, insecurities the "I have no ideas' and do whatever it is they have to do to learn and grow. After all, that's why they come in the first place. They might be seasoned professionals but everyone in that room walks in to learn something new, to be able to go deeper with clients than ever before and to see what's possible.
Possibilities are endless, especially when assumptions are parked.
Thinking you know everything there is to know is the first assumption that has to be tossed aside. From there, it's an open slate, waiting to be filled.
“We can teach from our experience, but we cannot teach experience.” - Sasha Azevedo. I might be the so called teacher but I learn from each and every person in the class. They have a world of experience to share and through them my trainings morph and evolve, as do I.
Mind boggling hmm?
Best,
Donna Karlin
*Note: To read my archived newsletters or to subscribe, visit http://www.perspectivesinbrief.com/
Welcome new subscribers from Cypress, Belize and Sierra Leone. 130 countries and counting!
Saturday, May 10, 2008
Old Habits Die Hard
If they’re no longer working and continue to not work, replace them. What am I talking about? Old habits. Why in the world would you want to hang onto something that doesn't work for you when you have a choice?
Not only do individuals get buried in the past but when organizational culture enables this, the organization as a whole buries itself in the past and struggles to rise past it.
To combat this we need leaders who will look at human capital, not only financial bottom line, so people evolve and are well managed. It’s not only about the mechanics of how an organization works and leading them through an organizational change; it’s all about the people who run and work within it.
There are so many maverick thinkers in this world and if they’re not well managed and given a framework within which they can thrive and grow (in an organizational context), they will end up doing things their own way and pushing the buttons of everyone around them.
Leaders might manage process, as that’s how an organization’s nuts and bolts work, but they also have to lead their people within that framework. That way their amazing talents can be harnessed and benefit everyone concerned.
There is way too much energy spent on the bottom line, or cutting organizational overhead costs, support systems and human based components. Where a great deal of energy has to be spent so an organization can evolve and grow is in growing its people; paying attention to their uniqueness. Maverick thinkers or not, once you harness their passion and energy and show them the way forward, and that frameworks aren't something to fear but in fact a vehicle to success, they can leave the old habits by the wayside and create new ones that fit a future of their own design, not one of habit.
I’m not sure why old habits are hard to change (I don’t much like the ‘break’ term) especially when those habits no longer serve them. What I do know is there’s something very enticing to holding onto history, forgetting all the stuff that didn’t work and remembering only what did i.e. selective memory.
"Habits...the only reason they persist is that they are offering some satisfaction...You allow them to persist by not seeking any other, better form of satisfying the same needs. Every habit, good or bad, is acquired and learned in the same way - by finding that it is a means of satisfaction." - Juliene Berk
Toss those old habits and design those you want to adopt for the future and you’ll see a shift beyond anything you ever imagined.
Best!
Donna Karlin
Not only do individuals get buried in the past but when organizational culture enables this, the organization as a whole buries itself in the past and struggles to rise past it.
To combat this we need leaders who will look at human capital, not only financial bottom line, so people evolve and are well managed. It’s not only about the mechanics of how an organization works and leading them through an organizational change; it’s all about the people who run and work within it.
There are so many maverick thinkers in this world and if they’re not well managed and given a framework within which they can thrive and grow (in an organizational context), they will end up doing things their own way and pushing the buttons of everyone around them.
Leaders might manage process, as that’s how an organization’s nuts and bolts work, but they also have to lead their people within that framework. That way their amazing talents can be harnessed and benefit everyone concerned.
There is way too much energy spent on the bottom line, or cutting organizational overhead costs, support systems and human based components. Where a great deal of energy has to be spent so an organization can evolve and grow is in growing its people; paying attention to their uniqueness. Maverick thinkers or not, once you harness their passion and energy and show them the way forward, and that frameworks aren't something to fear but in fact a vehicle to success, they can leave the old habits by the wayside and create new ones that fit a future of their own design, not one of habit.
I’m not sure why old habits are hard to change (I don’t much like the ‘break’ term) especially when those habits no longer serve them. What I do know is there’s something very enticing to holding onto history, forgetting all the stuff that didn’t work and remembering only what did i.e. selective memory.
"Habits...the only reason they persist is that they are offering some satisfaction...You allow them to persist by not seeking any other, better form of satisfying the same needs. Every habit, good or bad, is acquired and learned in the same way - by finding that it is a means of satisfaction." - Juliene Berk
Toss those old habits and design those you want to adopt for the future and you’ll see a shift beyond anything you ever imagined.
Best!
Donna Karlin
Saturday, May 03, 2008
Leadership in Context
I was going to write a long post about leadership within various contexts, however I thought I'd start a dialogue to hear what you have to say about this.
One can't remove leaders from their worlds and expect to measure their leadership style and effectiveness in any way. It's all about the context of their world, their surroundings, people, challenges, stability and sustainability of the organization.
From the other perspective often context creates leaders based on what unfolds in their realms. Take a third perspective and many a time context defines what style of leadership is needed. So do you put the cart before the horse? Horse before the cart or is it a give and take relationship?
Who seeks out a leader who hasn't proven great leadership? And yet, circumstances might dictate who a great leader is in one context while being a poor leader in another.
This is very intricate, has many facets and goes directly to defining sustainability and mastery in leadership. What are the common threads? How do you see it?
Best..
Donna Karlin
Monday, April 21, 2008
Engaging in Conversation: Generative or Dialogue of the Deaf?
Every time I walk into a new class to teach, I'm always blown away at the depth of conversation that evolves over the two day period. No matter what the makeup of the people in the room, the dialogue is always amazing! The level of trust, engagement and respect for each other is always off the charts. I believe it's because they know they will all evolve through dialogue.
One of the topics I cover in my training is assumptions. When we assume someone is coming from a certain place and work with them based on that context, everything that unfolds after that assumption is based on air, not fact. We have to ask the fundamental relevant questions in order to build something strong and of substance.
How often does that happen even in organizations? When we engage in conversation with someone it’s for many reasons such as fact finding, validation, direction, and perspective. When we speak to someone only to validate our current knowledge and perspective, it’s not a two way conversation; it’s a dialogue of the deaf.
As Coaches, we are usually called in to work with people to help them evolve to their level of excellence. If all we did was validate what they already knew without exploring the rest, they’d pretty much stay exactly where they were. Our roles are to help people move forward. Isn’t that the role of leadership? If the powers that be don’t engage in generative dialogue, they are eliminating the fact finding, direction and perspective they might need to move the entire organization forward.
Nic Askew recently shared “ ‘Inner-vision' comes from within the organization, from deep inside an individual or group of individuals. 'Purpose' is often a construct of the words & ideas of others, disguised as an original idea.” In order to do that we not only have to hear, we have to listen to all the players not just the upper echelon. It’s a way to capture the intangibles, the soul of an organization and let it emerge in a powerful way. It’s not taking words that sound good and try to force an organization to fit them.
Life happens through every experience, interaction and conversation. We have to pay attention to what that means and to what the ramifications might be when we don’t. Awareness is curative….and generative. Generative dialogue creates newfound awareness. Then we can build careers, people, and organizations. If leaders hide their heads in the sand, breakdown will happen at all levels. It's imperative people listen to the truth of a situation, so they act on what is. Building on assumptions is like a house of cards that will fall down at their feet.
Best...
Donna Karlin
*Note: Welcome new subscribers from Samoa, Algeria and Tunisia. 126 countries and territories and counting!
One of the topics I cover in my training is assumptions. When we assume someone is coming from a certain place and work with them based on that context, everything that unfolds after that assumption is based on air, not fact. We have to ask the fundamental relevant questions in order to build something strong and of substance.
How often does that happen even in organizations? When we engage in conversation with someone it’s for many reasons such as fact finding, validation, direction, and perspective. When we speak to someone only to validate our current knowledge and perspective, it’s not a two way conversation; it’s a dialogue of the deaf.
As Coaches, we are usually called in to work with people to help them evolve to their level of excellence. If all we did was validate what they already knew without exploring the rest, they’d pretty much stay exactly where they were. Our roles are to help people move forward. Isn’t that the role of leadership? If the powers that be don’t engage in generative dialogue, they are eliminating the fact finding, direction and perspective they might need to move the entire organization forward.
Nic Askew recently shared “ ‘Inner-vision' comes from within the organization, from deep inside an individual or group of individuals. 'Purpose' is often a construct of the words & ideas of others, disguised as an original idea.” In order to do that we not only have to hear, we have to listen to all the players not just the upper echelon. It’s a way to capture the intangibles, the soul of an organization and let it emerge in a powerful way. It’s not taking words that sound good and try to force an organization to fit them.
Life happens through every experience, interaction and conversation. We have to pay attention to what that means and to what the ramifications might be when we don’t. Awareness is curative….and generative. Generative dialogue creates newfound awareness. Then we can build careers, people, and organizations. If leaders hide their heads in the sand, breakdown will happen at all levels. It's imperative people listen to the truth of a situation, so they act on what is. Building on assumptions is like a house of cards that will fall down at their feet.
Best...
Donna Karlin
*Note: Welcome new subscribers from Samoa, Algeria and Tunisia. 126 countries and territories and counting!
Sunday, April 13, 2008
Conversations with Masters
I’m back from the second annual CAM (Conversation with Masters) conference. Last year, the inaugural CAM was amazing as for the first time Master Coaches came together from all over the world in dialogue. As much as I thought it couldn’t get better than that…it did. This year was even better and continues to blow me away, even post CAM.
One conversation flowed into the next, ideas percolating as I shared them with colleagues and friends. I made a point of meeting and having in depth conversations with 5 new people a day, which I honoured. No matter how exhausted we were at the end of a long day, the conversations continued as we were loathe to bring them to an end. Time was short so we had to make the most of it. These conversations went beyond our profession into other professions and the impact we have globally. It was looking at ways to ‘play’ in our field and help others and ourselves grow into our levels of excellence.
Two presenters stood out among the rest; Dr. Martha Beck and David Zach. Martha, a contributor to O, the Oprah Magazine, has appeared on The Oprah Show, Good Morning America as well as many regional news programs. She is a coach extraordinaire and engaged the audience in such a way that we ended up having mini-conversations as the morning progressed. David Zach, is “one of the few professionally trained futurists on this planet”, started conversations about the future of technology, economics, business, education, demographics and society. Stay tuned as I’ll write more about him over time. He really got me thinking about bringing the past, present and future together to create something amazing.
One of the questions I’m left with is, what if we had conversations like these on a regular basis? What stops us from reaching out and seeing how others can enhance our worlds? We’re all busy, all up to our eyeballs in work and life’s responsibilities but how much better could it be if we paid attention to the wealth of ideas and keen minds of all those around us?
Now that I’m back from CAM I will continue to make a point of speaking to new people every day. I won’t say five necessarily, but at least one a day so I learn and grow and see what the future might hold.
What if we all did?
Best…
Donna Karlin
One conversation flowed into the next, ideas percolating as I shared them with colleagues and friends. I made a point of meeting and having in depth conversations with 5 new people a day, which I honoured. No matter how exhausted we were at the end of a long day, the conversations continued as we were loathe to bring them to an end. Time was short so we had to make the most of it. These conversations went beyond our profession into other professions and the impact we have globally. It was looking at ways to ‘play’ in our field and help others and ourselves grow into our levels of excellence.
Two presenters stood out among the rest; Dr. Martha Beck and David Zach. Martha, a contributor to O, the Oprah Magazine, has appeared on The Oprah Show, Good Morning America as well as many regional news programs. She is a coach extraordinaire and engaged the audience in such a way that we ended up having mini-conversations as the morning progressed. David Zach, is “one of the few professionally trained futurists on this planet”, started conversations about the future of technology, economics, business, education, demographics and society. Stay tuned as I’ll write more about him over time. He really got me thinking about bringing the past, present and future together to create something amazing.
One of the questions I’m left with is, what if we had conversations like these on a regular basis? What stops us from reaching out and seeing how others can enhance our worlds? We’re all busy, all up to our eyeballs in work and life’s responsibilities but how much better could it be if we paid attention to the wealth of ideas and keen minds of all those around us?
Now that I’m back from CAM I will continue to make a point of speaking to new people every day. I won’t say five necessarily, but at least one a day so I learn and grow and see what the future might hold.
What if we all did?
Best…
Donna Karlin
Subscribe to:
Posts (Atom)