Context is Decisive – Really Decisive

We have been trained to focus on actions and outcomes – do, do, do, and more do. We have been trained to believe, if you want different outcomes, take difference actions – it's that simple. Yet the day-to-day reality of trying to produce different, and what most want breakthrough outcomes, is illusive at best. 

At this time of year the focus is on what we did not accomplish in 2011 – with all our reasons and explanations, and what we plan to accomplish in 2012 with all our strategies, plans and KPI. Even bolder plans and more audacious KPI's as evidence that this year will be different – and of course better. [Does that have a familiar ring to it?]

And, of course, the focus is on new actions and new activities – so people need to step up. As if that is what will change our fortunes.

Before I go on, have a read at this:

A newspaper is better than a magazine. 

A seashore is a better place than a street. 

At first it is better to run than to walk. 

You may have to try several times. 

It takes some skill, but it is easy to learn. 

Even young children can enjoy it. 

Once successful, complications are minimal. 

Birds seldom get too close. 

Rain, however, soaks in very fast. 

Too many people doing the same thing can also cause problems. 

One needs lots of room. 

If there are no complications it can be very peaceful. 

A rock will serve as an anchor. 

If things break loose from it, however, you will not get a second chance.

I suspect that the paragraph made little or no sense for you.

Scroll down and read it again.

Kite

A newspaper is better than a magazine. 

A seashore is a better place than a street. 

At first it is better to run than to walk. 

You may have to try several times. 

It takes some skill, but it is easy to learn. 

Even young children can enjoy it. 

Once successful, complications are minimal. 

Birds seldom get too close. 

Rain, however, soaks in very fast. 

Too many people doing the same thing can also cause problems. 

One needs lots of room. 

If there are no complications it can be very peaceful. 

A rock will serve as an anchor. 

If things break loose from it, however, you will not get a second chance.

Just adding the context Kite, and it makes sense. Extraordinary performance, innovation and creativity, a la Apple, is all about context. 

Working with a client last week I used this example to illustrate the extent to which context is decisive!  Depending on the context leaders set things will or will not make sense to employees. When leaders are not getting the results they want, they need to create a new context, they do not need to add new content – given context shapes what we see, how what we see occurs to us, the actions that automatically follow for us, and therefore our outcomes. 

When context is missing, content makes little or no sense and evokes nothing by FUD, as I suspect was the case with the first reading when the context, Kite, was missing.

So leaders, speak your vision with passion and commitment. Tell everyone with every nuance and detail, the importance of your mission, the importance of getting rid of all the obstacles to unleashed brilliance, the importance of.... Enroll and engage people in your passion for your mission – without that the rest is just stuff people need to do, and boring stuff at that.

People Are Naturally Geniuses, But...

In most organizations, notwithstanding the fact that we are nearing the end of January, executives are at work on establishing accountabilities and KPI's for their reports.

As I have been coaching some of these efforts, I have been reminding executives of several perspectives that I hold to be true:

1. That their people are naturally geniuses: they are naturally creative and innovative. If you don't see that in your organization it is because you have trained into your organization whatever it is you are getting. And if you doubt the fundamental nature of humans to be brilliant have a look at what the alum of an extraordinary school are doing – these are rural women and men – many of them illiterate – they've become solar engineers, artisans, dentists and doctors in their own villages. 
2. People are committed to doing a good job, they want to outperform expectations. They arrived on day one with that intent. If you are getting no accountability and low performance with great justifying excuses – have the point of view that that is exactly what you are training your people to give you.
3. People want to be part of something larger than themselves – they are moved and inspired by an audacious mission and by leaders who lead with integrity and authenticity – that is part of what explains Apples' genius and is more accessible that most executives realize.
4. We don't have to know how to to authentically commit to produce results in the future. Most leaders say, I want innovation and creativity to come out of the KPI's people take on. Yet notice, at the same time you want them to explain how they are going to produce the outcomes that will clearly need a breakthrough to pull off! Duh! If they could explain, what they are taking on it would not be a breakthrough. Be inspired by the Hole in the Wall Project – give people freedom to explore, to experiment, to get it wrong, to collaborate, and most important of all to learn, make discoveries and be the geniuses they want to be. People are being trained to play safe, avoid failure no wonder the expectations for innovation is not being realized.
5. Context is critical without a nurturing context for genius, innovation, creativity, collaboration, learning, team work - all the things leaders say they want – none will show up.

So have the point of view that what you are getting in your organization is a direct fit for the context you have created and continue to reinforce, and stop externalizing the source of any lack of performance or any unwanted behaviors to employees,