Jumping Into the Deep End of Leadership by Donna Karlin

07:07 am | 0 recommendations | 4 comments

Are You Perpetually Exhausted?

Are you ignoring that exhaustion, telling yourself you’ll take some time off in a month or so?  In the meantime how are you able to effectively lead if you’re too tired to process everything that’s going on around you?

If you don’t manage your energy, it doesn’t matter how you might manage your time as you are not processing what you need to nor are you mentally retaining what’s happening.  Leadership is more than an organizational position; it’s leading your people in a way that they and the organization can move forward.  If you’re exhausted, your mental capacity is diminished and you are not leading, you’re hanging on to the status quo hard enough so you don’t fall.

People are working longer and harder in an increasingly competitive world.  Not only are the demands on them often unrealistic, but add in dynamics of multiple time zones for companies with offices around the globe, the increasing use of technology i.e. BlackBerry and other handhelds, cell phones and pagers, and staff end up working longer hours and more days.  With their handhelds even when they’re not at work they’re at work, and people are burning out.  Another part of the equation is those who are burning out are the high achievers who want to be in the middle of everything as it unfolds and don’t want to miss a trick.  Those who are poor performers are out the door at exactly the end of the defined work day, don’t bother with their handhelds and therefore don’t burn out.  Bottom line is, who is left holding the fort when the talent is off on sick leave?

You got it.  It’s the ones you don’t want to be running the show.

There are many facets to energy; physical, mental and emotional.  Each of them separately can deplete us.  Two or more can seriously affect our health and well being.  When we ignore the signs of fatigue and push ourselves, our health begins to break down.  For those in positions of organizational leadership it’s paramount to be aware of energy vampires so you’re always on top of your game. Leaders need to set an example and keep a finger on the pulse of where their people are with respect to burn out rates and overall health. People are your most valuable asset. 

When technology breaks down you fix it immediately.  Why is it many organizations wait until a red flag goes up and needs ‘fixing’ when it comes to their people?  Yes, people don’t just break and shut down.  As a leader you have to be three steps ahead and recognise the telltale signs of burnout. Trends are showing burnout is at epidemic proportions. 

There is a fundamental difference between stress and burnout.  Stress is having too much to do, too many demands, too many people wanting a piece of you.  Still when you’re stressed you still feel as if you have some control over the outcome and if you “get one or two things under control, things will be fine”.  Burnout however is when you feel depleted of energy, choice, no longer care about anything and become lethargic, barely treading water and close to drowning.

When you’re at the point where you throw your hands up in the air and say “I don’t care any more” it’s time to stop, take stock of where you and ask yourself  “Am I living a life I truly love or am I just trying to survive day after day?”  If it’s the latter choose someone to be your reality checker; someone to help you reconfigure your priorities and a way to make them happen.  Only when you feel you’re taking steps towards changing the status quo will you be able to get out of that funk, burnout or breakdown.

But do yourself a favor and don’t wait until you get to that point.  Pick a reality checker now who will give you the feedback you need.  No matter what your position in your organization you can’t function or be of any good to anyone. That applies to work and at home.

“We are so obsessed with doing that we have no time and no imagination left for being. As a result, men are valued not for what they are but for what they do or what they have --- for their usefulness.” - Thomas Merton 

So before you move into auto-pilot mode and jump into everything, ask yourself “Am I in alignment with my intention?”  If the answer is no, take a step back and move towards what is.  If you do that, burnout won’t happen.

12:52 pm | 0 recommendations | Be the first to comment

A Day With Futurist David Zach

I just came back from CAM, 'Conversation Among Masters' and even though it was a dialogue among Master Coaches, we had in our midst a true master futurist, David Zach. Not only did he give us some amazing insights and how we can use them as leaders in the world of coaching, but took us on a journey between past, present and future so that we could meld the worlds together. In doing so, we can create something magical for the future.

He touched on topics such as "Progress is the ability to choose between change and tradition". That sentence in itself got my mind flying in all directions. How does one choose between one or the other? Does one have to? Can we combine the two together to create something beyond our imagination?

He stated "Wealth is that which you value". How much more profound does it get than that? As a coach, I would then dive into is it who you value more than the things you value? Talents, strengths, material wealth?

Let’s face it, coaches live in the future tense in how we ask questions and navigate through conversation.

David validated my perspective that new isn’t always better. Sometimes the old ways are better. He spoke about our 'boxes' or as some of us call them our 'containers' and states "Thinking outside the box is bad advice . . . because thinking outside the box should be to some purpose or point - and with the multiple point perspective notion, once applied to thinking adds an intellectual depth that can't happen with just a one box perspective”. He encouraged us instead to ‘think into other boxes", lending a richness and insight to our work and our worlds as we know them.

With some of my clients I use the analogy of living or existing in a room that is surrounded by windows with dark shades on them and when they have an ahha moment, the shades are lifted, letting the sun shine through, or, in our analogy, light and insight. This concept of thinking into other boxes or a "vision from each box" brings an image to mind of people walking in and out of these rooms, exploring and learning from the visit, expanding their horizons. By virtue of the title 'Futurist' alone, it lends an image, perception of possibility, incorporating choice, awareness and energy, giving me a sense of direction and movement. Aren’t those the descriptors of a leader?

If you have a chance to hear David speak, go! Don’t hesitate for a moment as you’ll look at life and your world in a very different way.

04:44 pm | 0 recommendations | 3 comments

Looking Only in All The ‘Right’ Places

At my last conference presentation, one of the other presenters was a person I’ve worked with on a few occasions.  She is a dynamic fireball of energy, a leader in every sense of the word, ‘lives’ professionally and is a key player in the middle of where things happen in government, from policy to how the workings of the government are decided and implemented.  Her presentation was dynamic, energetic and very, very powerful.  At the end of her talk she took questions from the hundreds of people in the room. 

I sat at a side table watching this unfold. She’s a what you see is what you get person with a fabulous sense of humor, and as I’ve worked with her and knew her style, I was eager to hear how she would answer the questions put on the table. I figured some of the questions would be the kind many people ask country leaders, i.e. those aiming for the magic wand kind of answers.  They were asked and answered in as honest a way possible.

What really delighted me was when she answered one of the questions which was “What do you read to strengthen your leadership?  What books would you recommend for us to read to grow as leaders?”  She gave them a list of what came to mind, not only books but articles and speeches but then threw in the unexpected: “John Cleese’s videos on Leadership.”

For a moment the room went silent and then everyone started talking at once. Earlier she had mentioned loving Monty Python so everyone in the room thought she was pulling their leg.  My table mates had seen me deep in conversation with her recognizing I knew her, so looked at me as if I would confirm that she was in fact pulling their leg.  My answer was “She’s right!  t’s an amazing series.  You should watch it as it’s unlike any other training video you’ll ever see”.  They thought I was kidding. I sat there with a grin on my face and then added “It really is a great series. Are you only looking in what you think are the ‘right’ places, reading the ‘right’ things and speaking to the ‘right’ people? What makes them all ‘right’?

I am constantly asked what books l read to hone my professional skills and my answer is “Everything I can get hold of”.  If I stuck to books only on coaching I’d miss out on the rest of life and coaching isn’t only about coaching.  It’s about working within the context of life. One can’t be separated from the other. Just as leadership can’t be found in a canned course or book it’s snippets of everything we live, experience, read about and learn, all mixed up and filtered through our unique personalities to come out when we need it and how we need it to lead, direct and question.

Are you looking in only the ‘right’ places and feeling as if you’re coming up short? Many look for the perfect book, course or direction.  Life isn’t like that.  True leaders glean information from everywhere. They soak it up like a sponge, are constantly growing, rethinking and reinventing. 

What are you reading?  What are you not paying attention to that you should be paying attention to? 

10:56 am | 0 recommendations | Be the first to comment

Engagement

This past week I ran a half day workshop for the Conference Board on Building a High Performance Climate and Culture in the Public Service.  Over the two day conference, people in the highest levels of government spoke about leadership, talent management and performance measures and to me, the common thread in their messages was 'engagement'.  I work in the public and private sectors.  One of my roles is bringing some of the private sector business practices into the public sector and no, I don't do it the other way around as it's not applicable. 

When I looked at the definition of being engaged in the dictionary, what came up was "to attract and hold fast: Engaging attention and interest."  In an organizational environment, I look at engagement as 'the translaation of organizational goals into personal goals.'  When one joins and aligns with the other, you have true engagement; staff is inspired to do their best because it's now personal and not someone else's goals that might take precedence over theirs.

The thing is, how do organizational leaders do that?  Part of it, (from a coaching perspective) is languaging.  How do you, as a leader, articulate what those organizational goals are that attracts interest, buy in and, yes, engagement?

At the conference I asked departmental HR leaders to come up with an elevator speech to engage organizational leaders into supporting their action plan in transformation.  I wanted them to come up with two to three sentences which would engage leadership to supporting and partnering with human resource leads to make this transformation a reality.  They couldn't do it.  They are so used to being HR 'police', having to do the mechanics of staffing, that they were looked at as messengers of doom, always stating the "what can't happen" rather than why it can happen and quickly.

So I helped them out a bit and showed them the languaging that would attract interest and buy in.  As coaches are so good at asking questions, I turned their elevator speeches into questions rather than statements that started off with "What would it look like if we could get the right talent in the right positions, quickly and effectively, work with these talented individuals to accelerate their learning and leadership so they not only evolve into leadership positions (in a climate where succession planning is a huge issue) and retain them?" then continuing with "...and here are three steps we can put in place to make that happen.  Will you support me in this?"

They all started frantically scribbling in their notebooks to come up with the perfect wording for their organization so they could jump in with both feet as soon as they got back to work.  My goal had been reached.  My role was to show them what they hadn't thought of, what they weren't currently doing as let's face it...if you keep on doing what you'd already done and it doesn't work, why keep doing it? 

In many organizations, especially the public service, people in similar areas of expertise do not tap into the powerful resource available to them in sharing best practices across the board, across departments.  They think from within.  In a public service of 250,000 - 500,000(depending on the stats one uses and whether or not the military and government agencies are taken into consideration) how powerful would it be if an open source concept of collaboration, engagement and learning was put into place?  Again this question applies to public and private sector organizations.  How often are best business practices shared in health care, technology etc?  I'm not talking about giving away state secrets; I am talking about problem solving in the mechanics and systemic problems of a sector or industry and sharing experienced views and knowledge that would help remove roadblocks and evolve everyone involved.

We often think we're alone in our worlds and are up against a wall, but what aren't you thinking of that would make that perception a myth?

07:05 am | 0 recommendations | Be the first to comment

Just When We Thought It Could Never Happen

A great deal of my work is with political and government leaders and their executive committees.  Over the past two years at least, the intense environment, high levels of stress and numbers of executives burning out has at least doubled.  Many of these clients are doing double and triple duty as they lack the staff to implement the ever growing priorities of the government.  There is little in the way of succession planning which is a whole other concern and one that spans the public and private sectors, but that’s a whole other conversation.  Just when we thought things would never change, one of the Canadian government leaders decided not only to do something about it but to verbalize it, make it a department priority and to look at other ways forward to bring some kind of balance back into his department’s world.  

As an Executive Leadership Coach I can tell you that showing your staff you value them as human beings and not just the work they can generate goes a long way in attracting new talent, keeping present staff engaged and loyal to the organization.  I commend Deputy Minister Fadden for this move and hope his peers adopt and promote this for their departments as well.  With his permission I would like to share his memo with you as it’s a starting point, one that many might want to adopt for their organizations. 

Subject:  Supporting an Enabling Organization

In the last 18 months as Deputy Minister, I have been struck by the professionalism and dedication of CIC employees, and their desire to serve clients well.  I also realize that senior managers have a responsibility to model healthy leadership practices in order to support you so that we can collectively deliver on the important mandate of the Department.  Therefore, I challenged the Executive Committee to come up with ideas and practices that support work/life quality as a means of ensuring that CIC is, and is seen to be, a leader in this area.

Work/life quality is the creation of a healthy, supportive work environment that helps us better manage our work and personal responsibilities.  Work/life quality is a priority for me and this organization because achieving it benefits us both as individuals and as a department.  When we can "balance" our work and personal responsibilities, we, as a team, stand to not only serve and perform more effectively, but also to attract and keep employees to help us build a stronger Canada.

In order to help achieve work/life quality here at CIC, I would ask you to implement and respect the following measures:

• Blackberry blackout between the hours of 7:00 p.m. and 7:00 a.m. and on weekends and holidays;
• Meetings should not be held during the lunch hour;
• Blackberries should not be used during meetings;
• Meetings should start and finish on time as a means of managing workloads.

I expect that some of you will consider the above a bit artificial.  They may be a little, but I believe we have to start somewhere and since reducing the quantity of work is unlikely to yield short-term results, we are "attacking" some of the stresses around work.  I entirely understand that there will be times when implementing the above will not be possible, but I would ask everyone in the Department to do their utmost to respect the above new "operating rules".  I would especially ask those in supervisory roles - at whatever level - to assist in their implementation.

In the coming months, you will be actively engaged, and asked to consider how you can better achieve work/life quality and what innovative ideas you can contribute.  For example, at the upcoming Middle Managers Conference in February, there will be several workshops on work/life quality, and I am hopeful that practical ideas will be suggested that can be adopted to create a department that models healthy organizational behaviours.

This is not a simple challenge, but one that we all need to pursue together to create a truly exemplary organization.

Richard B. Fadden

Deputy Minister

08:05 pm | 0 recommendations | 4 comments

Leadership: 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. Selective memory.

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.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

01:23 pm | 0 recommendations | 3 comments

Leadership: Combined Forces of Ego and Emotion

In a group dialogue a ways back someone posed the question “Why do so few managers and companies face and use the facts?”

There are many answers to that question and I know we’ll only touch the surface on this. One of the reasons why I think they don’t face and use facts is because of the filters that they put in place. Through those filters they process and apply facts, thereby coloring them to some extent. Most people have some kind of hidden agenda when they move forward.

Filters can be everything from over-inflated egos to cultural tethers. Facts are interpreted by people through emotion, through what their talents and strengths are (so would it be in their comfort zone or not), and everything in-between. It's through those filters or interpretations that might make one wonder whether or not organizational leaders are facing or using the facts as they stand at all. Add in the next layer of filters, such as assumptions, expectations etc, and even though they might be using expert advice compiled over time, that data or evidence is so watered down and filtered based on the people utilizing it, it no longer resembles the original information. Then, add the equation of multiple personalities putting those benchmarks to use and the facts are so altered, they might no longer be relevant.

Evidence based practice may be a starting point, however we need to figure out how to utilize it in the best way then go that level deeper. To use a medical analogy, it's the difference between X-rays and MRIs. X-rays look at the surface of a problem and its face value and MRIs go a lot deeper; the difference between assessing, and the basic assessment information with discernment as to its applicability within a unique organization. That is a key factor in my methodology of Shadow Coaching™. We have to take into account the uniqueness with regards to people, dynamics, resources, target clients/customers and all the other variables that apply.

Is seeking and applying a generic common factor using data in its true factual form (such as a rigid organizational model) or maintaining an organization's uniqueness that determines whether or not its leadership is successful and sustainable? Or is there some other combination that might ensure the desired results? I’d love to hear your three cents (or more).

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

08:12 pm | 0 recommendations | 1 comment

Leadership: What Did That Mean, Exactly?

A few weeks ago Tom Stern wrote a post about buzz words. Talk about timing! Today was a perfect indication of what a buzz word can do, or many of them. One of the organizations I work in called in a trendy, high ranking consulting firm to help them change their organizational structure. Not only did they want the consulting firm’s strategy and words of wisdom but wanted them to help leadership with the change management strategy to get the employees on board with their strategy.

That’s great, right? It’s always a good idea to take best business practices and trends into consideration to look at best possible chances for success. Even more paramount for this organization was to look at the impact it would have on its people and to be able to articulate the changes to such an extent as to create buy-in and enthusiasm for every stage of this reorganization.

Again a great idea.

I was Shadow Coaching a client into the Executive Committee meeting when the consulting firm presented their plan to the 'powers that be'. So many buzz words were flying around and on a screen larger than life that I almost wanted to duck for cover. Not only was I appalled at the languaging they used but at how clueless they were that everyone around the table was lost and trying to figure out what they actually meant.

This consulting firm didn’t pick up the body language that screamed “WHAT THE H----!” The people around the table struggled to come up with the questions that would give them clarity while not feeling like fools for not comprehending the meaning of all these trendy buzz words. Not only didn’t they understand the presentation but felt intimidated and stupid in the process… not how any high level executive wants to feel!

So what happened? The consulting firm did not get the go ahead to move forward on a strategy no one could understand and the organization’s momentum was put on hold until they could get another firm in place to fine tune the restructuring and get this going. All for the sake of sounding ‘cool’?

It’s not trendy to talk so “out of the box” that the people hiring you think you’re speaking a foreign language. So next time, before you start throwing in some of these buzz words, take into account the message you want to get across, both verbal and subliminal. Plain and simple works too and is something people can actually have a conversation about.

If you're the decision maker in an initiative where you're bringing in a trendy consulting firm, first check and see just how 'trendy' they are and if they're so out there that you need an interpreter to figure out what they're saying. They might think they're the end all and be all of consulting firms but are they giving you what you want and what you and your people can understand? Dialogue is conversation between two or more people, not being talked at with jibberish. That's really expensive in every which way, people, time, money and energy.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

11:01 am | 0 recommendations | Be the first to comment

Leadership: Diving Into the New Year

It’s a new year. Yesterday a colleague of mine asked me until when was it appropriate to wish others a happy new year? My answer was (tongue in cheek) “Well if it’s the first time you’re seeing them since the holidays you can basically wish them, unless of course it’s June.”

In one way it’s a joke and in others, time seems to be flying by so quickly that before we know it, it will be June! I’m still receiving happy holiday wishes in emails. People are so busy they just haven’t gotten around to it.

I’ve never experienced such scattered chaos as I have this year. Clients and colleagues are scrambling to get into the flow of work after holiday breaks and catch up and it’s only the first week or so of January.

So it’s time to get a handle on things and if you want to take back control of your days, well, your life really, here are some tips to get you going:

• Have you designed environments that support you in every way so you have everything and everyone you need to move, evolve, grow and sustain you?


• Do you want to expend energy on reacting to everything that’s thrown at you or choose how you do things? If you’re going to spend time on something or someone, which is a very precious commodity (and remember our energy lessens as we get older, so no time like the present to figure this out for yourself) then make choices that are worthwhile. That’s one of my key intentions to pay attention to this year.


• Eliminate delay. That’s probably the best habit you can adopt. You won’t be wasting half as much time so you won’t have to play catch-up either.


• Get out of your own way. One of my quotes is “People become who they might be when they let go of who they are”. If you’re holding onto a way of being that isn’t serving you, then let go of it. Plus you’re not who you were 10 years ago. (If you are, that’s a whole other conversation).


• If you’re going to do the setting your goals thing, then make sure they’re really worthwhile. Setting goals for the sake of it, because someone tells you you should or because you think it’s a smart thing to do isn’t a reason to set them, because you probably won’t accomplish them. If they’re “should” goals, you’ll have an internal tug of war dealing with why you’re not accomplishing them. Only set them if you’re really passionate about what you’ll get, achieve, feel etc if you succeed. Make them so tangible you can reach out and touch them.


• Get rid of old baggage. The only person who’ll feel the weight of it is you and is that what you really want? Martyrdom has never been attractive.


• Don’t change your behaviour. Grow into your talents and excellence and hang out with people who’ll help you get there.


• Are you waiting for the ‘perfect’ time? There isn’t a perfect time other than now.

My three cents

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

06:27 am | 0 recommendations | 4 comments

Leadership: Paying Attention To Your Own Leadership

Years ago I used to butt heads, create and collaborate with the grandfather of coaching, Thomas Leonard. To say he was a leader in our field is an understatement and even though he died way too young, his legacy will remain for many years to come. Those who worked with him mourned his passing and felt the hole he left in our profession. He was a creative genius, not only in his conceptual thinking but how he engaged and inspired everyone around him to do their best and think well beyond any box that was ever drawn or defined.

Sometimes in our lives we are lucky enough to work with someone who is on the cutting edge of a field of expertise, an industry or profession. These leaders have loyal disciples who are more than side kicks; these people are creative and innovative professionals in their own right. Lets face it…the Thomas’s of this world wouldn’t work with those who wouldn’t pull their weight. And now, years later, I’m watching the divide. One group still mourns him and are in the exact same places as they were when he was around. Others have decided that maybe it was time they made their own mark and didn’t keep trying to hold onto someone else’s coat tails. These are the emerging leaders in our field. It’s not that they weren’t great Coaches before; it’s that they were so hell bent on being a part of Thomas’ genius, they lost their identities in a way. Now that they’ve let go of the need to be a part of someone else’s success, their true selves and leadership style is coming to the fore. And they’re starting to pay attention

When we’re fortunate to work with a pioneer we also have to remember we have a great deal to give the world in our own rights. My question to you is, what are you doing that others think amazing, no matter how blatant or subtle, that you’re not paying attention to? And if you started taking notice, how much of an impact could you make on others and the world in your own way? I believe we all have strong leadership within us in some way shape or form. It’s a matter of acknowledging it and giving ourselves credit where credit is due.

My intention for this year is to learn something new from everyone I meet, as through their eyes I see the world anew. I want to always be a student even though I might be considered an expert in my field.

For the new year I will leave you with one of my quotes which I think is very relevant to this…”How we dream is what gives our lives value. How we choose to live is what determines whether or dreams have value. I believe we each carry a dream of a life we were born to realize which shows up through desire. And I believe that we all have the ability to realize our personal and professional dreams and potential if we commit ourselves to not settling for anything less than what we really want. It is when we move toward our passions that we experience our own greatness and it is then an incredible contribution to ourselves and to the world is made by being who we truly are."

May 2008 be the beginning of the realization of your greatest dreams.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com