It's summertime and I bet that some of you are golfing more than you're working. I don't golf often, but when I do I'm struck by the similarities between golf and leading change.
The first time I golfed I was nervous because I assumed that everyone on the course would be a good golfer. I figured that, if someone invested hundreds of dollars in clubs and clothes, plunked down a lot of money to play and then went to a public course to do it, that they would probably know what they're doing. Not so.
I soon learned that there are lots of novices like me who have clubs, enjoy the game but .will never be mistaken for Annika Sorenstam. Sadly, the same scenario exists in most organizations; there are lots of leaders involved in change initiatives, but few real Change Champions.
At work or on the golf course, the right tools are key to success. You wouldn't use a driver around the greens, or a putter in the rough. But I see people routinely reaching for their command and control 'club' when a softer, more elegant communication approach is what's called for.
And, speaking of being in the rough, and place I visit often on my way to the flag, getting out of the rough with minimal strokes can, as they say, really separate the men from the boys. Teams in transition will inevitably spend time in the 'rough'; that in-between place where people and processes aren't like they used to be, but aren't yet what they should be. It's a tough spot to be in and, just like the tall grass and trees that make up the rough on a golf course, leaders need finesse to move themselves and their teams through the uncomfortable parts of a change . The rough requires a sound knowledge of: your clubs (options) the terrain (yourself, the objectives and the company's change-readiness) and your tolerance for risk (that seems to be the same in golf or in business).
Another parallel between playing golf and leading change is that the task is never the same twice, no matter how similar it looks at first glance. Even if you play the same course every Saturday morning, each time you step up to a tee - it's a new shot. Today the wind is a factor, last time it wasn't, or the greens are dryer and so landing a shot is harder. Good golfers understand this. At each hole they check to see where the flag is; they know that flags, just like people or processes, can be in a different spot than they were last time they took the same shot
I don't get out on the links or practice much so I'm at about the same skill level I was when I first took up the game. Oh, I've always been able to drive decently enough, but it's my 'short game' that's well, less than it should be. So, I like playing Best Ball. Best Ball is a great way to describe the work of a high-performance transition team. Each player (team member) has skin in the game; that is, they all accept responsibility for the outcome of the game.
When you're in a game of Best Ball, you quickly learn who has the stronger drive, putting or the ability to get out of the sand trap, and a savvy team leans into the strengths of its members. Each player takes their best shot in turn, but they know that their team- mates are there to help out when their individual effort falls short. They share the goal, the pressure to perform and ultimately the thrill of victory or the agony of defeat.
So, how's your game?
Are you someone who people are thrilled to have lead their team?
Need to brush up on your change-leadership skills?
Maybe I can help. Just don't count on me for golf!
Investment Executive - Family Conflict
See Peggy quoted in this months issue of Invetsment Executive on the subject of conflict among family members.
Been To Disneyland Lately?
Nobody does customer service better than Disney. Nobody!
I just returned from presenting at a conference on Disney property in Orlando, Florida - and I have a few insights to share.Now, I grew up in Southern California and went to Disneyland a lot. As a kid - it was magical! I remember being wowed by the sights of everything Disney. This year is Disney's 50th Anniversary and their theme for this year is 'the Magical Journey'. From the minute I stepped on to Disney's Magical Express to travel to my hotel, till I waved a final see ya real soon to Mickey, it was... well, still magical.
This time I noticed something I was too young to care about as a kid. I was struck by the 'journey' that they kept telling me I was on. That's what they called it - the Journey the magical journey. When I went to breakfast I was encouraged to enjoy a 'magical meal'. On my way to my workshop room they called after me to have a 'magical meeting' and when I called the front desk to arrange a wake-up call, the soothing voice on the other end, invited me to fall into a 'magical sleep'.
And the Cast Members (what else would you call people who are guiding you through a magical journey) directed, instructed, encouraged and served me every step of my stay. When I got lost, going looking for my themed dinner destination, they took me there. When I needed to check on my flight - they took care of it. It was clear that they knew where I was supposed to be going and I relaxed into their leadership, happy not to have to worry too much about the final destination.
Now, I'm a big girl and I know that the ultimate goal of Disney shareholders is to pry as much of my money away from me as they can. But they get to their goal by lavishly, and unapologetically taking me on a journey that caters to my needs. And that my friends is nothing short of brilliant!
If you've been in a workshop with me you know that I talk a lot about change leaders speaking to the 'me' issues early and creating a 'story' for the change; a descriptive 'picture' of the end goal - the organizational equivalent of Disney's magical journey.
A good goal story:
- Is compelling - it captures your imagination
- Pulls people towards the goal
- Speaks to what your heart desires
- Is told by everyone, all the time
- Is stamped on everything the traveler touches and is related to everything the traveler experiences
So, have you got a story for your next change initiative? No? Better get one quick. Leading change is heart work. Before you leave the station with your team, borrow a page from Mickey and take time to grab their imaginations. If you want help crafting your change story - give me a call.
My telephone number is 905-659-6683.
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