What Are You Afraid Of?

On March 11^th an earthquake of 7.2 magnitude rocked the Tokyo area, followed by a tsunami of Biblical proportions, and just this past week 'super tornados' (966 in the Month of April to be exact) rained down destruction on southern US neighborhoods resulting in catastrophic damage. In Canada gas prices have soared to over $1.35, and just a few days ago, US Special Forces found and killed Osama Bin Laden!

What in the world is going on? Change is going on, and it's reverberating around the globe at lightening speed. The recent tumble of middle east dictators, a phenomenon that most political pundits would never have predicted, is another graphic example of how life as we know it can change on a dime, leaving the populace to wonder... what's next? The classic reaction to unexpected events is fear, and, like those caught in natural and economic disasters, the fear of change also has a business face.  

 

During a change initiative, fear can be seen on faces at all levels of the organization.

For leaders fear can mask as:

• Risk aversion
• Intense focus on short term results
• Self-imposed isolation
• Sleepless nights 

 For middle managers fear camouflages as:

• Doing only what is expressly required by leadership
• Driving crisis upward to leadership                   
• Privately - overly critical of peers and leaders
• Reluctance to "speak truth to power"

 At the lower levels of the organization fear produces:

• Diminished engagement and productivity
• An overly active rumor mill designed to create meaning and context
• Increased absenteeism and turnover; voluntary and involuntary
• Defensiveness and resistance around performance evaluation

  

When have you seen these faces in your organization? Maybe you see one of them in the mirror every morning. It's a challenge to stay centered at work when all around you seems to be in flux. It takes courage, and a healthy dose of hutzpah, to move forward when the way forward seems to be shifting beneath your feet. Calm in the face of a storm requires calm in one's heart of hearts. How would outcomes for you and your team or company be different if fear wasn't playing such a large role? How can you find your center and be a change catalyst in the middle of it all?

Remember, you can change it...we can help!

Impression Management and Role Transition - Guest Post by Diane Craig

Charismatic leaders operate in a state of continuous evolution and change. New roles, new positions, new corporations: change can take many forms. These leaders are men and women with executive presence — and they really get around. By definition, charismatic leaders are movers and shakers. They have the ability to influence or inspire others positively, by connecting with them physically, emotionally and intellectually.

And what enables these charismatic leaders to transition effectively is a keen awareness of impression management or “personal branding” that strengthens their executive presence. Far more than a solid base of knowledge and skills, executive presence includes behaviour — impression management, self-awareness, social awareness and relationship management. Then there are the competencies, credibility and trust. Of course, there’s the look of success, the dress and demeanor. Executive presence is, in a word, complex.

Impression management, of all the hallmarks of executive presence, is one of the most challenging to master. It’s the technique used to both build and impact the image others have of a person — his or her personal brand. One of my roles as an Image Consultant is executive presence coaching and my clients —from aspiring leaders to CEO’s — often consider impression management top-of-list. Coaching is recognized as the number one developmental tool for creating this personal brand. It’s not intervention or criticism I provide but feedback, through the brief but strategic alliance of trust formed with my clients.

Impression management training instills both an acute sense of self and sharp-wittedness. Body language is key for both signals given and received. Facile, nimble responses to social cues are a measure of skillful technique. People who closely monitor themselves, regardless of the situation, are called high self-monitors. They can switch on and off according to social demands and expectations but most importantly, they have learned to modify their behaviour and speech to suit the circumstances. So-called low self-monitors, by comparison, may be less observant, oblivious to their surroundings or even disdainful of withholding their true feelings.

High self-monitors do well in periods of transition or change. Because of their impression management skills, they are masters of relationship building and move easily through new territories to forge alliances. I want to emphasize that impression management, like the other qualities of executive presence, is a learned skill — there is no special gene or DNA. Leaders today are made, not born.

Detractors of impression management sometimes call it manipulative and artificial. I disagree and would suggest they really misunderstand the purpose. We’ve all seen those meltdown moments when a seemingly unshakeable politician or leader just plain loses it. Impression management training strives to prepare the individual for consistency and to minimize these moments of potential “collateral damage.”

As I watch successful leaders navigate uncharted waters, I see the benefits of impression management. By creating a personal brand, these skilled men and women are building their reputations. Promotion and its accompanying changes are a natural byproduct of this magnetic force we call executive presence. Ultimately, personal branding is a lifetime occupation.

Diane Craig: As President and founder of Corporate Class Inc., Diane has been on a 30-year journey as an image management expert. She has designed, created and implemented a comprehensive series of programs to polish the professional image of today’s business leaders. Diane has garnered international acclaim working with the who’s who in the business world. She has consulted with political leaders and celebrities, prepped guests of Royal families and prepared attendees of the G20 summit. Diane studied at the Richard Robinson Academy of Fashion Design. She refined her skills at the Protocol School of Washington and completed certificates in Intercultural Studies at UBC and the Pacific University. http://www.corporateclassinc.com

There's Wisdom in Crowds

Canadians will head to the polls, in a few weeks, to elect a new leader, or reaffirm the one we have, and south of the border CNN is already scampering after any whiff of 2012 election gossip. Both countries seem to be laboring under the same misconception - change the guy (and it's still a guy in both countries...shame on us) at the top, and the future will be secure.

It's a popular notion that all a dissatisfied country, company or church needs to do to set things right is to swap out their current Prime Minister, President or Pastor. Popular thinking maybe - but naïve, none the less. And it is, on both sides of the border time - as Maya Angelou would say 'for thinking people to think'.

In his book, The Wisdom of Crowds, James Surowiecki sites several well respected studies challenging the validity of this idea that there are individuals, however well educated, well paid or adored, who embody superior decision making abilities that can, single handedly, lead a group out of the woods every time. Instead research points to the crowd, the team or group the leader leads as having a better track record in terms of assessing a situation and collectively making good decisions.

The average tenure of a CEO today is eighteen months. Companies routinely hire men or women they deem to be superstars, pay them wads of cash and loads of stock options and then give them precious little time to wow the stockholders.

Ridiculous, says Jack Welch, twenty-five year veteran CEO of General Electric. Jack admits to making his share of business blunders but says he was grateful to have had twenty-five years to redeem himself and work out the kinks in his leadership. Today the ink is barley dry on the incoming CEO's hiring bonus before he's planning his lucrative exit; often leaving disappointed employees and shareholders in his wake.

More than once I've been working with a company and witnessed the CEO, VP or Department head buckle under the pressure of an intense business environment. I've seen them struggle behind closed doors to make the tough calls in solitude. I've wondered how much of their desire to shoulder the full burden of key decision making alone was bolstered by the board's, or their own, misconception that real leaders should be able to pull off miracles every time... and all on their own.

Good decision-making, and effective execution requires the wisdom of the group. It requires in-put from all levels, and a healthy dose of modesty on the part of the man or woman at the top. It's lonely at the top and working alone is ill advised for any leader. When change is in the air - it's the kiss of death.

As an Executive Coach I can be the confidential thinking partner you may need when the stakes are high. Remember, you can change it - I can help!