Notes To A Visionary Leader – Reinventing Is Your Ongoing Role

10 Things to Focus on to Reinvent Organization, Work, Self and Relationships

1. Make everything about your Envisioned Future – everything! The envisioned future is the one you are committed to bringing into existence. This is not the past extended future, or the wouldn't it be nice if… future, or the with a bit of luck future, and, most of all not the reasonable future of an investor pitch. This is the future of vision, of passion, of creation. The future with no foundation yet except, I say so, as in a declaration. Put this Envisioned Future first, in everything, all the time!
2. Plot a pathway back from the envisioned future to the present: Put in milestones for quarters, months weeks – yes even days, so everyone can tell they are on course, or knows quickly when they are off course
3. Forecast from the present into the likely future – extrapolate from the present – same time scale as #1.  The best case, most likely case, worst case. Then scale the delta between the extrapolated future and your envisioned future – this is “the gap” to be closed – for every KPI 
4. Align all: processes, policies, practices, strategies, structures, projects, accountabilities, behaviors and… with the envisioned future 
5. Create roles: all the roles necessary to realize the envisioned future with personal accountability and development plans for every role, identifying in each case “the gap” – between what the role holder knows how to deliver, given history and experience, and what they need to invent and discover how to deliver, given the envisioned future, and the role(s) they are being counted on to play in its realization 
6. Build: breakthrough projects; skills, competencies, and strengths; systems, processes, practices, policies, rules, procedures… all that's necessary to support the envisioned future
7. Dismantle: everything and anything that could thwart the envisioned future: legacy systems, out-of-date policies and procedures, constraining rules, old habits …  
8. Create: visual displays for every role to track actual/real time performance against forecast, and against the envisioned future so everyone can see the gap being closed – or not 
9. Do: regular After Action Reviews: What worked? What did not work? What was missing? Make sure there are robust practices and processes to implement learnings 
10. Notice: and celebrate every action and outcome that is consistent with the envisioned future. Acknowledge, appreciate and reward; Reflect and savor; Build and share the stories of the organizations – of heroes, battles won, adversity triumphed over, moments of kindness, compassion and human greatness – the reinforcing of purpose and meaning.

We All Know The Importance of Preparation

We All Know The Importance of Preparation

In fact like many executives, at some point in my early career I was introduced to a mantra, "Failing to prepare is preparing to fail". I am pretty sure there was some preceding failure of mine that prompted the need for this bit of indoctrination – that fact is lost to memory but not the lesson which became a mantra which I willingly adopted.

Recently, I was talking to an executive I admire who is both the COO of his organization and also a very accomplished public speaker, teacher, raconteur, and leadership trainer both inside his own organization and on a larger public platform.

At some point in the conversation he shared a little about how he prepares – writing out his talks for example and rehearsing them. Good sound practices you'll agree.

On Reflection

Reflecting on our conversation I was itching to give some coaching – because that's what coaches do, right. However, I have been coaching long enough to know that offering "coaching" without an invitation, or permission, is not a good idea. At best it occurs as advice, and we all know what we mostly do with that.

Here's the Backstory 

The scene: a formal dinner at the beginning of the annual conference of a large UK Corporation. There are about 300 people in the room, including all the corporate tops brass sitting at the top table. (The White House Correspondents Dinner always reminds me of this story - very similar set up) 

The corporation was a client of the strategy consulting firm I was part of at the time. My boss, the consulting firm's managing partner and I were to be speakers – he first after the Chairman and CEO, then me next. This was my first major client speech.

He, like all the members of our firm were sticklers for preparations – dot all the i's cross all the t's, nothing left to chance… At the time it occurred to me that mistakes were life and death issues. The consequences of screwing up were so hyped it is a wonder we did anything original or creative. 

So, as part of our last minute preparations he asked me to run through my speech, jokes, anecdotes, prepared "off-the-cuff" remarks, everything… ". So we don't tell the same stories, tread on each others stories…", was his setup for being so detailed in wanting to know everything I had prepared and planned to say. I was especially fine with this, given our work and travel schedules prior to the conference, had not made it possible for us to share with each other, or prepare with each other, what we were each going to say. 

The dinner started. I was very nervous. I didn't eat much, if anything. The Chairman was speaking but I didn't hear a word; I was listening to a different speaker... the one in my head. Then my distraction was broken by applause. The CEO was done. My boss was readying to make his way to the podium. At first, as he was being introduced, all I could think of was my turn was next. I could hear my heart pounding. Then, as he started speaking, I am sure my heart stopped.

His opening lines were my opening lines. He made a passing topical reference, a joke and some acknowledgements… my material! He was giving my talk. The first time he looked in my direction he simply smiled with a slight nod. He launched into one of my best stories giving me a knowing wink as the audience laughed at one of my best jokes that finished the story.

Have You Every Wanted The Floor To Open And Swallow You?

I wanted to disappear, die even. I could hardly think straight. I was on the top table I could hardly discretely leave. 

Years later as I saw President HW Bush be sick at a state dinner I thought, "Where was sickness when I needed it?"

Like a cold shower I was snapped out of my imaginings as I heard the applause for my boss. He walked from the podium towards me grinning. As he sat down beside me he said, "Well, that went well; your turn." I was being introduced, and was being invited to the podium.

So Now What?

I remember still, standing holding onto the side of the lectern staring out into the expectant faces for what seemed to be a very long time.

And, to my surprise I said, "I would like to speak about fear… and confusion… and not knowing what to do in moments when much is expected of you, and lots is at stake. Has anyone got any idea what I am talking about?" And, to my great relief, just about every hand in the room went up. 

Immediately I was fine. The part of my genes that are blessed with the gift of the gab took over and crafted a speech that got a rousing round of applause.

And…

I should tell you my boss was not a mean man. On the contrary he was a teacher, a supporter, and a cheerleader. Up to this point I always had the experience he had my back.

So you can imagine my first reaction when we were free to speak. "What the hell was that about?" I could hear the hurt four year old who desperately wanted to shout instead, "You stole my speech! I hate you! You scared me! You nearly made me pee my pants!" – all the while sobbing, self-pitying tears you understand and looking around for an adult to come and make things right.

He Had A Lesson He Wanted Me To Get. 

In addition to his professional career as a brilliant consultant and advisor to corporate leaders, he was also a very accomplished actor.

"It's not enough to know your lines, you have to be in character, you have to be able to improvise, you have to be able to trust yourself to speak 'off script' and be authentic… you have to engage people's emotions, their hearts as well as their heads… we need you for that, not just to deliver your script. 

Tonight I just wanted to push you over the edge, confident you'd fly… You did very well!" 

He had performed just such an initiation right on most of my more senior colleagues. There was an unspoken agreement in the firm though… don't spill the beans… we all knew though who among us had taken a flyer.