Culture & Style

Purple Armour

The packaging lay strewn on the floor, cardboard, string, tissue paper thrown to one side. Carol did a little spin in her office and chuckled to herself. A good fit, made to her measurements of course, super light weight too, so not heavy at all, some new fangled material but the colour was a faint purple, her favourite. Looking over her shoulder to check the door was shut, she turned around doing another little twirl before dipping back into the box and pulling out the matching boots and gloves. A warm glow seeped through her as she pulled on each one.

A tap at the door pulled her back. Joanne, her PA, head round the door, was reminding her of her next meeting, one of the last before the Christmas break. Carol took one last item from the box and, sliding it under her arm, grabbed her notes and headed out into the corridor. The whole thing made her giggle, but all she showed as she walked along was a relaxed smile. Then a wave of concern swept over her, she shouldn’t feel like this, today was the executive meeting and normally, no matter how much preparation she did, she felt uneasy. Not that she was alone in this, but no one talked about it, no one dared. George her boss was tough, very tough and as the sales slipped, almost a bully. He wouldn’t describe it as that, ‘demanding’ he called it, but Carol had felt his wrath on more than one occasion and it wasn’t pleasant or necessary. Worse, it had now begun to eat at her self-confidence so that she exposed her normal, sharp, incisive approach less and less nowadays.

Five minutes early for the meeting, Carol took a moment to slip into the toilets next to the board room. So, here is the big test, she thought as she made final adjustments to her outfit and pulled on the headgear. The helmet fitted snugly to her head and immediately she felt the warm lining, purple coloured of course, softly against her skin. She raised her hands and pulled the visor down and it clicked softly shut. The world disappeared, she straight away felt protected and yet she could hear well, much sharper than normal, even the sounds of people chatting next door as they arrived for the meeting. Carol picked up her folder from the top of the wash basin and glanced at herself in the mirror. A fully uniformed knight looked back, complete with magnificent armour, glowing in the low bathroom light. She nodded, he nodded back mirroring her movements. The light glinted on his suit filling the whole room with a powerful light. Could it be her? Surely not, this was a six foot plus, broad chested person, resplendent in his strength and confidence, a battle strong confident warrior. They appraised each other over the washbasin, then with a final nod they set off.

Carol walked into the board room and took her usual place beside the company secretary, one of the good guys. Nothing was different. Certainly grumpy George was grumpy, worse really as he’d just had sight of this week’s sales figures and was taking this out on John the operations director. Not a good start. Others were shuffling their papers, looking away, avoiding the obvious conflict at the head of the table. Carol inside her suit felt calm and relaxed, sliding into an observer role, certainly none of the pain spewing out from the gap between George and John affected her. What a relief the armour works she thought, settling comfortably in her chair, enjoying her filter coffee.

John turned his head down the table, a look of desperation on his red strained face, beads of sweat were running down his checks. All eyes were on papers, coffee cups, blackberries, lap tops and not one met his eye in return. Carol didn’t want to either. It was 8.30, the armour was untested, and she didn’t have the strength to take George on, thought she never would now. She felt her hands on her visor, yes it was shut, yes she was safe, she could ride out the storm her feelings protected.

John’s head dropped as no support came from the team. Inside Carol and inside her purple suit of armour a different feeling began to rise, a feeling of anger, indignant anger and a sense of love and care for others in the team and for the business. She tried to push these down, knowing the result would be conflict. Growing up, her mother had always said she had strong views and strong values even as a young kid and said these would both bring her endless joy and plenty of heart ache. Oh dear, her heart was certainly aching here. It wasn’t her battle she tried to say, stay out, John’s a tough cookie he’ll handle it. Even as she thought it she stood up and her armour began to glow and sparkle. Eyes turned to her, a look of surprise from many. She pushed back her chair and with one nimble leap, jumped onto the old boardroom table. Her helmet smashed against the hanging chandelier wafting years of dust out from the light across the room.

The knight towered above the men and women in the room. Cyril, her mate the company secretary, looked across the table and smiled. What he saw was a beautiful pair of crafted steel boots, planted there amongst the coffee cups, glasses and water bottles. He glanced up further to the intricate panels and details of the armour, right up to the helmet gently tapping against the still swinging chandelier. His eyes ran back down and stopped at the sword, not drawn yet but a gloved hand on the hilt, ready for action. With a touch of a affection, he reached out and placed his hand on the metal foot. The boot responded with a slight up turn of the pointed toe and then a tap back down.

George in full flight now saw none of this, his tongue lashing on full volume at John, but he did notice the tremor of the table as Carol walked down it towards him. Team members pulled their papers and coffees hastily out of the way. Geoff from logistics, was a little slow and accidently Carol stood on his phone sending bits flying across the surface. George did though notice the dust and later he would vaguely wonder about where it came from, but what he really noticed and felt there and then, was the large steel, pointy purple boot which placed itself against his chest from belly button to throat, pressing him back and downwards into his fine black leather chair.

The knight stood in front of George looking down, one foot placed squarely on the Minutes of the last meeting, the other planted firmly on the CEO’s chest. George’s eyes grew wider and then even wider, as he watched the jewel encrusted sword being removed from its scabbard. His throat was now dry and not from the two cups of early morning coffee, but from the fear welling up inside of him. He tried to summon up the spittle to speak. He couldn’t, his lips moved, they formed the words yet nothing appeared. Instead it was his turn to sweat and he did. Rivers of it ran down his face, pouring through his hair and soaking down into his collar and creating a tide line across his shirt.

Carol inside her armour looked at him through her visor. The sword slid back into its scabbard. She felt powerful, strong and yet strangely humble, the knight had delivered his message. No more was needed. She turned and walked back down the table, dropped gently to the floor, strode from the room, leaving the door open. Everyone observed her down the length of the executive corridor as she strode toward the lift. She waved to the office staff, who watched wide eyed and grabbed on to each other, or their desks, in both fear and delight.

The festive holiday for Cyril was a time for smiling and remembering old adventures, both defeats and victories. John mostly slept but came back in January refreshed. George had some nightmares, reflected a great deal, got confused about the dust, but was gentle and loving with his children and grandchildren on Christmas day. For Carol, the world was simply a brighter place, full of new opportunity and promise, waiting to be lived to her own values. And in her wardrobe hung a beautiful purple suit of armour, shimmering in the half light, ready and waiting.

Lights & Baubles

The cold in the air was keen and sharp and finding its way deep into the knuckles of Asrim the archer. It seeped into his back muscles as he stood poised on the highest peak of the mountain. His bicep ached as he stood tall and proud with the arrow cocked on the bow, taut to its fullest extent, carrying on the feathers the royal crescent of his majesty. The priests with a last mournful wail, completed their prayers and supplications and a mighty roar began to swell and grow amongst the crowd packed together watching and waiting. The king stepped forward dressed in his finest silks and wools and turning to his people in his deep resonate voice declared “with all God’s speed and peace to our fellow men may this arrow find its true mark”. The drums rolled and the king touched Asrim on the shoulder. Asrim released the arrow, the fingers of his right hand rolling over the string letting the arrow away on its flight. The arrow shot away from the mountain, through the cold iridescent blue sky, streaking towards it target carrying behind it a narrow golden thread which zinged and whistled as it uncoiled from the basket on the battlement.

As Asrim’s arrow shot forward so did two others, each carrying their kings crescent, each loosed by the best archer on their mountain. The eagle soaring and watching from on high, saw and witnessed the three arrows connecting three mountains and three kingdoms together. Asrim looking up and spying the bird reeling, took heart from the symbol and stood tall and waited. The incoming arrow seeking its mark, whistled through the air arching in towards Asrim driving into the ground in front of him, piercing a full foot into the ground, a few lengths of the golden thread pooling beside it. The roar of the crowd intensified as Asrim moved and in one powerful movement reached forward and pulled the arrow from the earth, holding it aloft for all to see and acknowledge.

Now the work began and with only seven days to the winter solstice, the kings master craftsmen set to. They hauled in the thread and a stronger golden rope followed, they called to their glass blowers for the baubles and lanterns. Each individual glass masterpiece was carried carefully to the mountain top by the family maker with his sons and daughters. A trail of beauty, each was more magnificent than the last, the light panels flickered and shimmered just from the sun light alone. The powerful wicks were assembled and installed and slowly the great lanterns began to stretch out across the valley to the next mountain. Three magnificent strings of light began to appear over time, as the craftsmen worked on through the day and night. People in the valleys and on the mountain sides looked in awe at the growing and expanding floating carnival above their heads.

Everyday each king came to inspect the work, staying as darkness crept across the valleys and lanterns were lit. The simplicity and beauty, a spectacular sight to be enjoyed and admired by all. However, each king was just a little bit envious of the other and spotting something unusual on another string of lights demanded more and better for their own. The glass blowers furnaces had never worked so hard, the designs had never been so intricate and dazzling as more and more lanterns were added to the strings. Years later they would say it was like the strings on the necklace of a beautiful goddess, the greatest ever seen.

It was a cold dawn morning and Jasper the master engineer was worried. No one was listening to him. He’d done and redone his calculations and looked at the mighty fixings on the mountain top holding the winding mechanisms for the lantern strings. He too admired the beauty, the ever expanding, drooping, overlapping runs of baubles and lanterns in every different colour and sheen. It would hold just, he knew that , but next year a new mechanism would be required and he had in his mind a picture of how that might look. Meanwhile, he hoped all would be well. He took one last tug on the master anchor rope and turned for home. It was the solstice day and he had still to buy his family their gifts.

The feasting had begun in each and every house and high above and around them the great lanterns hung. The light from each string was so bright; it hid the moon and cast a great glow across the valley floors. The north wind began to blow, slowly at first and then increasing, bringing flutterings of snow and ice in the air. High up on the mountain the fixings unattended began to strain and heave. No one was interested though, tucked up in their houses in the warmth. And each king, sitting high up in their castle, looked out at the magnificence of their creations and felt powerful and strong.

Jasper felt uncomfortable, perhaps it was just indigestion after such a large meal. He pushed back his chair, walked across the room and opened his door. The wind whistled in around him, the cat who had considered an evening stroll and had padded after him, turned, lifted her tail and sped back to sit by the fire. High above him the lights rattled and shook, one or two began to go out. Even higher, the stanchions on the winding mechanisms began to flex and strain. With a pop first one then two bolts shot from their fixings sending a winding mechanism lurging to one side. The line of lights sagged and dropped several feet, seemed to stop, then with a great bang, first one set then another and finally all three plunged, as the lines gave way and the lights hurtled to the valley floor.

They say that the kings leant their lesson, the next year there were less lights and baubles, smaller, better designed and safer; but both Asrim the archer and Jasper the engineer could already see the envy growing and kings are kings after all.

Grahame Pitts – December 2009

Do leaders create the culture, or does the culture create leaders?

I have always held a fundamental view that the role and responsibility of leaders is to set the tone, the style, the culture of the organisation. After all, they have power, influence and the drive to set standards and pace. Therefore it seems logical to see them as the roots of the overall company culture. Yet systems, processes, bonus structures, etc can have equally as much impact, if not more, than the behaviour of senior individuals.

Suppose we accept this, then perhaps company culture is created by the overall business approach and process. Established over time, in the DNA of the business, culture is both about the current approach and the threads of a long and plaited history. Often leadership is accepted, encouraged, suppressed, or moulded in a particular way. Unspoken and often very different from the espoused values, many people take their leadership capability home, or at least outside of the work environment onto committees, charities or councils. Though not intentional I am sure, unless we are deliberate about how our culture works – how things are achieved, what reaps rewards – then the real potential of leadership within an organisation is lost.

I hear people say – “it’s so frustrating trying to get others to listen and take action, perhaps it’s that way in all organisations”, “I’ve given up trying to do things differently, it’s all about the short term, what we know, what we do today”. It is not normally the intention of senior leaders to engender such reactions, but when it happens there are three likely outcomes. One: the culture remains static. Actually it is worse than that, because the culture begins to atrophy and the conversations of frustration and anger we often hear cement this. Two: potential leaders go underground, doing their best to bring about change surreptiously and quietly at the edges. Or three: aspiring leaders become impatient, ‘up sticks’ and leave.

I reminded of a story from one of my clients who, to mark an excellent year, brought his large team together to present the results and celebrate. Unable to find a suitable venue, he became creative and hired a marquee which was erected on the company campus. People loved this approach. However, his boss did not see it in the same way and made that clear when he arrived at the meeting. Where did that leave my client? Somewhat confused. Why wasn’t he being celebrated for his creativity and determination? They were stated company values after all! Breaking the whole situation down later, we could see that this was about a reality of his organisation and within that, a choice about his leadership. The culture wasn’t quite ready for his different approach. But how much should he ‘dampen down’ in response? Soundings have been encouraging – people respect and like his style, but perhaps the overall culture is not yet pliable enough for the change he can bring. Particularly as they are generally successful working in the current style.

So who sits in this ‘gap’ between the current and future cultures? Let’s not expect our senior leaders to do it. After all, they are invested in the success they have already created. And let’s not expect too much of our next generation of leaders when the existing culture does not give out those subtle but vital signals, that a new approach is not only okay but supported. Like all of us, those inspiring leaders have bills, mortgages and excellent reasons to ‘back off’ at critical times. I think this ‘gap’ needs to be filled by HR. In the story of the marquee, the senior HR director came to speak at the meeting and fully endorsed the approach. Often though, HR can inadvertently take the operational support role, appearing somewhat opaque on key cultural issues. Yet this is perhaps one of their key points of leadership – to help people to connect together, to understand, to demand more of the business in engendering the change it purports to need. And as importantly, orientating and building the key organisation & people processes to support a new direction or approach.

Culture is slippery. It is difficult to grasp, to accurately articulate the reality and to make that change. Leadership is more obvious, possibly easier to deal with – or at least to see. But perhaps if we focused more on company culture and business process, then style and more good leadership would follow – a virtuous cycle worth pursuing?

PS He ran the marquee event again recently and yet again the 600 attending loved it!

The Director. A journey from engine room to bridge

Many of my clients either are directors or aspire to be. For most career- minded individuals this is an ultimate goal, and absolutely right for their skill and talent. Yet sometimes I wonder about the position. Firstly it has all sorts of legal considerations and commitments which should not be taken lightly, particularly in light of our increasingly litigious society. Secondly it carries with it the role of guiding and serving many people and in our current organisational structures, many of these people are to some extent dependent on the skill and approach of their boss.

Many of us have had experience of both good and bad directors above us. Viewed from distance we can bask in their positive hallo, or perhaps in more negative situations, be shielded from their impact. The closer we get to the board or executive team the more we realise that they are indeed human beings, usually flawed like the rest of us; sometimes the more so for being so driven and successful..

Flawed or not, what responsibilities have they taken on? Yes, to set company direction, to achieve both short and long term results, but also to provide the community which will enable others to work at their best. We have a great deal of clarity on the ‘tasks’ in an organisation: budgeting, planning, marketing and a multitude of training is available to support these activities. There are also many leadership and management courses but do we know how to build ‘community’? Why do so many people complain about their work environment? It seems that despite huge advances in communication, and changes both in lifestyle and business approach, to a large extent we remain victims of the industrial revolution, still viewing our people and businesses as commodities. We receive little training in ‘community’ – even the word still carries wacky, slightly offbeat connotations.

Whose job is it to identify and explore these issues? Don’t expect those who have been directors for years to do this work; conformity and success, can dull the desire for change. Who then? Yes – our newly appointed director just arrived fresh and excited from the engine room up on the bridge. (Please forgive the boating analogy but it seems to work here.) For them it’s a bracing day, and viewed from this new angle the boat looks huge. Now they can see it all, not just their previous cosy niche. It’s exciting, it’s exhilarating, and it feels just a little scary. Looking beyond the boat, all around is unpredictable – sea, land, other boats. ‘No time to waste!’ yells the admiral (‘oh and well done on your promotion’), ‘set a course, watch out for danger and keep the boat in good shape’. So our new director scurries about doing his or her best. In between shifts he rests (4hrs on 4hrs off – bridge work can be exhausting), but sleep is hard because niggling questions keep surfacing – ‘is this ship watertight?’, ‘we can’t seem to get up to full power?’, ‘what is hampering progress?’ A picture begins to emerge at the edges of consciousness just before sleep takes over.

Am I being unfair? Perhaps. I have many good friends who are directors and they absolutely deserve the job. They accept that they are always in the spotlight, always under pressure, that every movement is noted and often analysed. They know that IQ matters and perhaps EQ more. The boat is moving – and will be moving long after they’ve gone. So what is their role now – today – and what legacy will they leave behind? Most senior business people I meet speak much more fondly and proudly of their people successes and teams than they ever do of financial landmarks, the deals done, business plans achieved.

So back to our new director, who’s just stepped onto the bridge. What is their role all about? I like this list produced on a directors’ programme recently:

Accountability – ‘the buck stops here with us’.
Always challenging and changing the business
Defining the culture.
Having a business-wide view, function second.
Setting mission and strategy.
Leading by example – ‘behaviour is watched closely”. Gaining the respect of others.
Inspiring – being able to drive and communicate ideas.
Coach & mentor – giving ‘brutal truth’ and honest ‘hope and possibility’.
Shaping the business to function in our absence.
Setting up for longevity.
Being the ambassador for the business.

Both from this list and my own experience over a number of years three things stand out for me and encapsulate the best of directors. They are able to:

Set the overall business direction, identifying and pursuing both the key short term and long term goals.
Create the culture – the ‘community’ – which ignites others to achieve, and are able to root out barriers to high performance.
Work on their own development – values, behaviour, and style – knowing their personal profile has huge impact on others’ motivation.

Can we create the environment for others to succeed, establishing clear goals and plans, plus building a community of support, challenge and honesty? If we can we will create a powerful cocktail which will excite and invoke the very best in those around us. And (to finish our boating analogy) the ship is much less likely to run aground.

How Secure Are You To Lead Change?

Do you know anyone in business who is not involved with change? I certainly don’t in my work. There are no longer times to settle between intense periods of change. Everybody I work with is continuously pushing ahead with new initiatives, goals projects – both those self driven and those imposed by external circumstances. What makes the difference between those who continually drive success and those who don’t? Those who stay energetic and passionate, rather than becoming worn down and discouraged? A number of factors seem to prevail – those who are successful have good teams, strong visions, well executed plans and, beneath all that, a very strong belief, mind set and intense personal drive.

There seems to be no right or wrong way to manage in today’s organisations and there are many methodologies to help us. However, at some point in many change projects there comes a critical moment when someone makes a stand on a key issue. This brings about either a moment of substantial shift forward, or a slip back into rigid, old patterns of working, a reversion to ‘blame and complain’ and anxious behavior. What helps a team through the confusion and distress of a difficult situation to a new possibility? It is often to do with the stance of the leader: their approach to resolving conflict and working through issues models much more for the team than simply how to solve the immediate problem.

What really makes the difference here? Just a few critical things including the ability to recognise and mark the path to a strong, carefully considered vision of the future while simultaneously acknowledging and articulating the often brutal truth of current reality. Some leaders are better at one than the other. Many find it difficult to exclude personal agendas and old scores. But underneath all this a more critical dimension is at play: the ability to remain personally secure regardless of circumstances. ‘Sounds easy.’ I hear you say, ‘We all do it. It’s what being a good leader is about’. Except that at a material level we all have mortgages to pay. We feel we need the safety of the business we joined, where we have made friends and created a community, and are validated in our work. So, in the crucible of vital discussions, the moment when the seeds of significant change often occur, we habitually resort to well established mental patterns and behaviors that we know have worked before and will see us through.

Put yourself into a challenging situation. Perhaps you’ve worked hard on a presentation. The logic all

stands up, yet here you are being publicly challenged. What’s your first reaction? It should be to use all your rational thinking and well evolved EQ …. but often it isn’t. Under challenge we return to basic animal instinct, to ‘flight, fight, freeze’. You won’t see many people running down the office corridors to get away from the threat, but you will see them instead, withdrawing from discussions, or being unusually abrupt, arguing, scoring points, or in a ‘freeze’ situation being tongue tied or babbling incoherently.

The connections go back to our forebears. ‘Fight flight’ has a rich pedigree … don’t knock it next time you face real physical danger. It kicks in fast with a magnificent intuitive overdrive! Plus, on top of this, we are programmed with our family dynamic – our first team, our first ‘organisation culture’ – which can have a dramatic impact on how we react to challenge. Much of our mental and emotional hardwiring was laid down in childhood.

Now in comes a missile, aimed dead centre at your best thinking, hours of preparation and (to you) blindingly obvious logic. The enemy is probably already in ‘fight flight’ (incidentally, these are the two normal positions for senior managers). Your proposal has challenged their mind set, their control on the world. But what happens to you? Are you automatically flicked into ‘fight, flight, freeze’? Or can you ‘hold onto yourself’, not get lost in the emotional conflict, stand out there when the rest of the team (who promised their full support around the coffee machine earlier!) retreat into the distance leaving you alone in a distinctly chilly situation?

Crucial in your defences, underneath all the external dynamics lies the concept of self value and self validation. How able are you to generate your own self value – when everyone has withdrawn their support and approval, when there is no external validation. This I think is one of the core aspects of leadership – the willingness to be out there, perhaps alone (it can take time for others’ logic and emotional position to match yours), knowing you probably are completely right but open to being completely wrong. Many people do not want to go there. Who can blame them? But that is the ambiguity of change. Are you as a leader ready for that challenge?

A Ship in Stormy Seas

Sometimes a common thread emerges during my coaching work with different clients. The following illustrates one such recurring theme.

My client gave me a very real sense of a ship in stormy waters. I sensed the vessel had been at sea far too long and desperately needed to find harbour, to re-provision, to refit. But this ship was mid-ocean, its captain a man on a mission with no time to stop. There was still direction, the sea anchor was out, but the rigging was worn and the crew tired from continual activity, facing yet more adrenalin-sapping storms.

Why do I use this image? Because no matter how long the conversation went on it seemed impossible to get to movement on the real issues. The pace, the stretch going on for the leader – both in the business and his life in general – seemed to force his whole approach into a racing maelstrom. I desperately wanted to steer him into the shelter of a safe harbour, so he could rest and draw back – mentally and physically – but I could not get him there. In coaching, it often seems that the boat has to either be in harbour, or at least sailing slowly, so that new perspectives and possibilities can first be seen, then considered, then actioned.

The link to leadership is very evident. Someone who is continually under stress can get used to that approach, accepting it as the norm, and then judging all their thinking and activity by this calibration. Sometimes it is successful, particularly if close to the leader’s natural style. But options are missed, the rocks ahead not spotted and there is no provision for long term thinking. All this is understandable, except that as leaders we are paid for our ability to see both the immediate and the longer term course – for our business, and for ourselves as well. We are also role models: our style and approach influences others, either as an example to be followed ‘it gets results for him so I’ll try it too’ or in reaction ‘he’s lost the plot, his usual judgement is way off course, no way am I doing that’.

The work of leadership is about producing results regularly, consistently, but just as importantly, it is about building organisations capable of continuing to meet challenges, ready for the future, a place where people want to work. This may seem obvious but it is a tall order. Results win out and, in the case of my sea captain above, there is no space or capacity to look at the often nebulous ‘cultural’ issues. It is hard enough to stay on top of current performance and the dichotomy of the short term versus the long term often seems too wide to bridge.

So how do we find a way through this? Well certainly, look after yourself. Beware heroics: we all love those saviour leaders, but they do not build sustainability and continuity. They risk the ‘burn out’ option – a bright firework in the dark. So look after yourself holistically and attend to your physical, mental, emotional and spiritual needs. If in doubt, listen to your body; it will guide you to the right starting place.

Beyond that, create a strong team: a team that can share leadership and allow you to rest; that can take control of the boat, using their technical skill and natural talent wisely. If you’ve recruited well, they will step up – will want to step up – and indeed will be affronted if you keep control and power close to you. I like the analogy of ‘first amongst equals’. Have you seen the goose video? It offers another analogy, this time from nature. When geese fly they share the lead role, they ‘honk’ their support, and they always look after the tired and injured.

But enough of the metaphors and analogies. Take action to look after your self. Step back regularly – including taking your holidays. Your best work may be done as you reflect and think away from the office. Get a good team around you, get them working well, and let them take the wheel and help steer the boat on the journey to success.

When the Dials go back to Zero

In two recent team meetings I have had a sharp reminder of what a good leader does.

In one, a planning meeting, the leader, exasperated by the conversation, suddenly interrupted the dialogue with the outburst “this is all too pedestrian!” A stunned silence descended on the room, followed by some enquiries and much defensiveness: natural reactions to a sudden, critical intervention. The leader’s intention was to elevate the discussion, to set a clear benchmark, a more distant horizon to head toward. He did not have the answer but he had a sense of the parameters of the solution. He just knew there was another game to be played, a bigger field on which the company should be competing. He wanted his experts in the room to define the new detail. The reaction of the team was confused. The team leader was unable to articulate the totality of his instinct and the team felt affronted that the work so far wasn’t good enough. Their previous hard work now seemed devalued. Credit to them though, they asked questions and looked to understand.

In the other, a new leader was meeting the team for a ‘getting to know you’ session. An established team with a reasonable track record, the team members were very comfortable with each other, very experienced in their fields. After lunch, without warning, the team leader said “I have to give you some feedback”. Well we all welcome feedback don’t we! This team did. She then proceeded to give the team some very straight, less than favorable feedback about how they were viewed by other teams in the business, by senior managers and by suppliers. Again there was defensiveness, disbelief, a stumbling into questions, a desire to make sense. Whose truth was right? Yet sitting watching this I sensed something had changed, something would never be quite the same again for this team and their business world.

Why do I pick these two examples? Because they reminded me of a video I used to show to managers in the 1980’s called ‘The Paradigm Shift’ by Joel Baker. Probably way out of production now, its essential message was that when something changes the dials go back to zero – meaning that what was once a sure dependable fact, a way of working, an attitude or mindset, an opinion, is no longer valid. All the dials you’d so clearly relied on before to guide you, no longer calibrate. That is what I think happened in both of these teams.

So why are these events so important? I think because a paradigm shift appeared to have happened, or at least started, in both of those meetings. Though each incident was confusing, painful and potentially damaging for the teams, clearly each held a kernel of truth. You could see, feel and almost touch the change happening. These two examples were key moments, obviously, for those particular teams, but perhaps more importantly for their organisations. Both businesses need to change, to raise performance, to be different in their market places. Yet for all the dedication and commitment – and there are bucket loads in both organisations – both are in danger of mediocrity.

Is part of the work of the leader to push on the edge of paradigms, where the boundary lines are often thin, blurred or sometimes absent? It is certainly key work for senior leaders to be willing to address: to surface the underlying issues, to raise the unspoken – even when there are no answers; to do this and to anticipate and expect confusion, yet to continue. Are we willing to do this more? We need to be, because this is the core of leadership: not the softness of a comfortable team, but the toughness and rigour of real questions and truths. Our people deserve this and our organisations need the result in performance change.

Is the business bully running out of energy?

In a world of endless demands for growth our business leaders are increasingly being asked to create organisations which make exceptional profit, to satisfy thirsty shareholders, and also to build working communities for people to thrive, develop and find satisfaction. A tall order, and of course, on many occasions the money wins out.

We live and work in an economic model with some crude levers of control. If there is a downturn, there often appears no other route than to make staff cuts, regardless of the impact on individuals or the wellbeing and morale of the business. It all makes logical sense – we have to stay in business – but the price seems high. Discords can quickly arise between those who make the decisions – who hold leadership – and those who receive the impact. Little wonder then that people become cynical and dispirited, waiting for ‘the next round of cuts’ – regardless of the promises and the polished corporate communication.

Now add to this the slow change in management style. Many senior leaders have not grown up in open environments, where putting as much emphasis on how the organisation develops and sustains itself is as important as the task of making money. Little wonder that cultures lacking this perspective often produce leaders who are driven, focused primarily on business results, with little time for the nuances of the human dynamics in organisations.

In such environments the business bully can and does survive…and often wins. Bullies get results, certainly in the short term. Fear is a great motivator and in our hierarchical structures people often do not have the skill or the will to stand up against managers with more control and power. So the disagreement, the unsaid words go underground and slowly people reduce their commitment – not speaking up in meetings, letting key issues pass for the sake of a peaceful life, going home early and finally looking for anew job.

So whose issue is this? Primarily the boss’s. He or she needs to be aware of the impact and strength of their style and how they use, or misuse, their power.

With 360 degree feedback in place in many businesses, logic suggests leader awareness should be high. But collusion erodes these measurement systems – ‘I won’t tell him, he doesn’t listen anyway’ – or worse – ‘he’ll go on a witch hunt until he finds who made that comment’. So how open is the leader to development, to being challenged, perhaps publicly? It is hard to take that step. He already sees himself as successful, so why change? Indeed his fear may go much deeper – ‘can I change?’ Some managers may feel personal change will blunt their ‘edge’, rather than enhance their capability. However people ultimately follow behaviour, not words, so the bully eventually reaps his own long term harvest.

The open, listening manager also reaps a harvest too, but often one very different from the bully’s. Research tells us that the most successful managers have teams that want to work for them. High performers are attracted to open, inclusive leaders and sustained results follow.

Yet there are two sides here. The people being bullied need to change too. Allowing things to stay as they are, regardless of how abusive the situation, is also wrong. It takes belief and confidence. A team member needs to be sure of themselves and their own self-worth, to recognise the moment to speak out on an issue, regardless of how well tasks are being achieved. Those close to the leader must confront, be assertive, and intervene, trusting their inner compass for guidance as they deal with issues. Change can and does happen when a clear-thinking, assertive person interrupts a repetitive organisational pattern. Done eloquently, without compromise, the dynamics will begin to shift. Motivation rises, issues are not pushed under the carpet, people can be themselves. The real tough business issues are then addressed with strength, vigour and openness.

So changing behaviour is a shared issue, but one which fundamentally starts with the manager. He or she holds power and responsibility and has a duty to be aware of the impact of their leadership style and approach, particularly when they are stressed. Maybe useful questions in any interaction might be: ‘Am I, in what I am doing or saying, adding to the long term growth and sustainability of my business? Will this add to our success, not only financially, but also by drawing out the very best from all those around me?’

We are all tasked with the job of getting excellent results and creating business environments where people grow, and are motivated and satisfied. Nothing less will do.

Did you put the dustbins out?

Have you ever sat in a meeting knowing that something important was being overlooked, or wanting to give your opinion on something but feeling inhibited lest your view seems petty or out of place? Recently, a simple domestic oversight set me wondering to what extent all of us are constrained by anxieties about how others might perceive us.

The lift doors slid open and I stepped out into the reception of a major global organisation. Business entrances are always interesting to me, they say so much about a business and how it operates. This one was designer organised: stylish, precise, clean and highly efficient. My badge had already been printed for me and the receptionist was polite and helpful. I sat down, picked up the Financial Times and relaxed; I was early. My mind wandered … something was missing. Something from the agenda for my meeting? Something at a later meeting?

No, I realised it was dustbin day at home and I’d left without putting out the bin out. Just an irritating domestic issue; I should have done it last night, but hadn’t. No problem though. I’d call home. My wife works from home, so she would catch the dustmen.

I dived into my briefcase, grabbed my phone and switched it on. The start-up tones reverberated around the reception area; a few heads turned. I looked up and saw people looking at me – all well dressed, smart suits, intelligent conversation going on. I suddenly felt shy and inadequate. Everyone was listening to me and I was about to ask my wife to put out the dustbin, when in my mind they were all busy talking about share prices, acquisitions, major business issues, not the trivia of normal life! My inner voice went on a rampage … they, of course, did not struggle with the normal domestic issues I seemed to fight with; they looked together, calm, composed, and the sort of leaders we all could trust … their dustbins were organized!

… I never did make the dustbin call. My appointment arrived and I was whisked up in the internal lift to the seventeenth floor. However, on the journey home it did set me thinking. Why was I so bothered about making that call? Was it my shyness, my perceived lack of organization, when all about me looked organized, serene, ‘together’ and way beyond the minor issues I was struggling with that morning? Was it simply a learning experience for me about being myself; being confident and relaxed regardless of the situation, the size of the issue, or the public arenas I might find myself in?

Maybe, but perhaps there was something else too. Just perhaps, the scenario that morning reflected what got said or not said in that particular organization. Were ‘dustbin’ conversations allowed, or were they viewed in some way as too trivial, unacceptable in the hallowed halls of large business? Was the same true of other information: was there knowledge, awareness, key data this company needed but people felt somehow unable to share it?

How do people air their concerns? Who listens and how is the information treated? Could something that might be perceived as trivia, or not important at that time, be the unsaid point that creates a fault line that runs right through a company? Is this some part of the Enron, Anderson or Parmalat puzzle?

How do things become hidden in a company, and what are the spoken and unspoken rules? Or is it just embarrassment and lack of social skills that prevents some subjects from being aired? It seems to fit with many of the ethical issues facing large companies. Standing out against the current thinking, mind set, culture and accepted practice can be difficult and sometimes threatening. It is tough to be the one to raise the flag and speak out; it is far easier to do so with wisdom after the event, but clearly not helpful then.

A week later I’m in the reception of another major global business, antenna up. It’s a male security guard: this doesn’t bode well if my hypothesis from last week is correct. Yet the atmosphere is relaxed, open. Maintenance men mix with visitors, friendly conversation and banter is exchanged. In the lift with the CEO’s PA, I talk of my last reception experience – ‘Ah well’ she says, ‘it wasn’t always like it is here. Now we want the company to be open and everyone to share their views and concerns’. Oh, I mull as the lift doors open, how I wish it had been today that my dustbins needed putting out!