Leadership Learning Compressed

Friends and Colleagues:

I recently realized that serving as CEO of organizations in transition can be seen as leadership learning compressed. Many of the lessons that arise from this kind of work are lessons that apply to any kind of leadership—business (where I recently spent several months), nonprofit, government, and family. However, leading organizations for relatively brief periods as they confront major changes compresses and intensifies the opportunity to learn.

Six such lessons occurred to me:

  • Staring death in the face can be paralyzing to an organization without a sense of hope, and liberating with a sense of hope. Leadership makes the difference.
  • Even when people want answers desperately they can live with ambiguity and uncertainty if they understand and embrace a process for making the decision.
  • When the organization hits a snag, creating momentum is absolutely crucial, even if the momentum is around issues peripheral to the core issues the organization faces.
  • A sense of higher purpose motivates people better than money or fear (though it may be enhanced by either).
  • We can't ever fully understand one another's motivations and imputing motives to others is destructive of problem solving.
  • The pull of culture is so strong that even if change is dramatic, successful and sustainable, there is still only a chance it will be sustained.

John Corwin of Corwin Consulting, LLC, Dick Goldbaum of Transitions In Leadership and John Brothers of Cuidiu Consulting, all have long histories of leading organizations in transition. They and I are discussing the possibility of developing a seminar on lessons from our work that can help build the organizational capacity of other organizations. The list above represents my contributions to the initial dialog.

I know from my prior experience with these talented professionals that as we talk about these ideas I will be obliged to think about them more deeply and more clearly. I propose, thus, to make the next several editions of these essays about them. Each time I will attempt to explain why I think these apply to other organizations, even if they are not facing crises or the other strategic transitions in which I specialize.

I look forward to engaging them, and you, in this dialog.

 

© Pat Nichols, 2002.  All rights reserved.