Metanoa Integrators (Strategy, Culture, Change and Leadership)

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Watch your Language - 4 key approaches to get your message across.

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Eugene Fernandez

I recently completed a series of coaching sessions with General Managers using a personality-based instrument to help them gain further insight into people’s strengths and preferences.

I was encouraging Rob one of the GM’s to utilise LinkedIn as a means to grow his network and as an opportunity to spreadhis influence.  Rob is quietly spoken, thoughtful, logical and extremely analytical - his response was that it was a waste of time. He stated  ‘the times when I log on I am bombarded with articles usually about 7 ways to do things followed by a few paragraphs of general waffle’. He went on to say that ‘my time is better used on more constructive activities’.

In contrast Toni who works as a colleague of Rob’s, uses LinkedIn as a means to stay in touch with her network, reads the articles, interacts within a number of forums and has received useful suggestions to some of the issues she was seeking help on. She stated that ‘I have picked up excellent ideas to try back at work and have made a number of contacts, whom I have since connected with face to face. I even connected with key staff from other divisions within our global business’. Toni is gregarious, open, strategic, communicative and interested in people and ideas.

 Having only just started writing articles on LinkedIn, I thought that my recent conversations with Rob, Toni and the other managers offered useful insights into better ways to communicate to people who clearly have different preferences and needs. 

 I focus on 4 approaches to language, which will assist you to better target your communication both on LinkedIn and within the workplace. 

 The four approaches to Language are clustered under: Head, Heart, Sky and Ground.

 I’ll start with People who prefer Sky language, because I am one of them.


Language of the Sky

The language of the Sky employs some or all of the following - big picture focus, imaginative, abstract, strategic, theoretical, models and frameworks. Futures frameworks, strategic thinking and vision are also located here.

 If I were using this approach, I would say something like:

This article expands on the strategic benefits you will gain by adopting the 4 approaches to language. The 4 approaches draw on frameworks associated with MBTI, HBDI, NLP …

 People who have a preference for Sky language may be attracted to LinkedIn because of the opportunity to access different ideas and strategies.

 Note that Sky language is unlikely to appeal to Rob and attract his attention. It may appeal to Toni who is interested in the strategic dimension, though Sky language is likely to be her secondary preference.

 Marshall Goldsmiths article ‘The Secret to Becoming the Person You Want to Be’ is a good example of Sky Language as he provides a conceptual framework of the wheel of change - To date he has over 20 thousand people viewing his article on LinkedIn.

http://www.linkedin.com/pulse/secret-becoming-person-you-want-marshall-goldsmith?trk=tod-posts-post1-ptlt


Language of the Heart  

The Language of the heart is my secondary preference and possibly Toni’s first.  Heart language employs stories and narratives about people. Associated words and concepts include: empathetic, tender, accepting, feelings, journey, values, beliefs, relationships, I, me, you, and us.

This language also appeals to the senses, i.e. smell, taste, texture, sight etc.   The first few paragraphs of this article are an example of Heart language as I attempt to communicate via a story with characters and emotion.

Real stories about overcoming personal adversity, beating the odds, striving for success and becoming the local hero appeal to most people but it resonates deeply with people who prefer the language of the heart. 

Organisational Strategy and Change which is usually the domain of the ‘Sky and Head’ is infused with meaning, purpose and values when it connects with the heart. This is where story, metaphor and conjoint exploration (our journeying together) acts as a multiplier and unifier.

Read 'The power of failure by Shawn Callahan’

http://www.linkedin.com/pulse/20141127231456-913931-the-power-of-failure-stories?trk=mp-reader-card


Grounded Language

This is possibly one of Rob’s preferences.  

Grounded language is: Concrete, realistic, practical, traditional, sequential and data intensive. People are interested in the relevant detail without too much embellishment and dare I say it the warm and fuzzy stuff. They are interested in gaining practical benefit and may also want proof of its implementation and whether it worked or not.  

The 7-step article I earlier alluded to needs to get into more detail with practical examples to keep Rob’s complete attention.  

Grounded language is unlikely to appeal to Toni, as it rarely includes emotions or relationships.

This is where strategy translates to real action, where the rubber meets the road, where you get down in the trenches and dig for those nuggets. Operational/ Work unit plans and action strategies are the foundational stones that support the lofty vision. 

See the article on the changing nature of the worker as an example of Grounded language. http://futurehrtrends.eiu.com/changing-nature-worker/ 


Language of the Head

This is definitely Rob’s preference.  

Words associated with the language of the Head include: Logical, analytical, principle based, critical, focused, goal oriented, striving for objectivity, detached, tough, if this then that, third person and very rarely first person.  

Business oriented case studies would appeal with examples of decisive leadership and rational decision-making.  

Focus on: strategies employed, outcomes achieved and impact on business or industry. Back this up with figures and graphs but not too much detail. 

Values and Vision now drive the language of 'Mission’ and Broad objectives. Many senior executives leave it here, however for real potency it needs to connect to the language of the Heart.

An example of Head language is: The Great Customer Experience Scam by Rick Conlow. http://www.linkedin.com/pulse/great-customer-experience-scam-rick-conlow?trk=tod-posts-post1-ptlt 

And Why Businesses Need To Think More Like Buffett by Sir Martin Sorrell http://www.linkedin.com/pulse/why-businesses-need-think-more-like-buffett-sir-martin-sorrell?trk=mp-reader-card 


Conclusion

In my experience people have a mixture of preferences, for example my preference is certainly the Sky and Heart, though I have learned to appreciate and employ the other approaches - To survive in a business environment you need to demonstrate that you can employ the ‘Head’.  

When communicating be aware of the approach you prefer and consciously employ the other approaches, this will ensure that you connect with a broader audience.  

The 4 approaches to language and this article are copyright to Eugene Fernandez. You are free to use it as long as you acknowledge the author and source.

DOOR to Reflection

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Eugene Fernandez

Managers and Leaders are critical agents in helping to challenge people’s view of the world by encouraging deeper thinking and reflective processes within the organisation.
The DOOR framework emerged as a result of helping managers and leaders to think and reflect on what they do and can lead to deep learning and generative change when utilised with Action Learning.

‘DOOR’ is used as a mnemonic, and also metaphorically and literally as a means to ‘open’ doorways to understanding. This article was written whilst on a family holiday in Fiji. It was an opportunity to use my holiday journey as a metaphor to illustrate and elaborate on the framework.

The ‘D’ in DOOR stands for ‘Design’, the first ‘O’ stands for ‘Operate’, the second ‘O” stands for ‘Observe’ and the ‘R” stands for “Reflect”. This then forms the first iterative cycle.

At its elementary level the ‘DO’ stands for ‘doing’. Like most Leaders, I am immersed well in truly in the Doing paradigm. For me ‘doing’ is at a most robotic and unconscious level. The ‘OR’ stands for ‘or else’ and includes divergent thinking, creativity, play, questioning, challenging, meta reflection and being present in the moment.

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The open Door of the 737 aircraft was an invitation to leave behind the treadmill of Doing. Stepping inside I was met with a sun-blessed cheery face and a warm ‘Bula’ (Hello) which I followed with ‘Vinaka’ which means thank you. Those of you that have been to Fiji know that this is an invitation to slow down and to take on board what the Fijians call ‘Fiji Time’ – essentially chill out and go with the flow. A Fijian bitter (beer) eased me as I settled back into the seat and reflected on the year that was.


Observe
I have found that ‘Observation’ is usually a good place to start with the DOOR cycle. We are so busy bombarded with action that we rarely get the time to stand back and observe.

As a Leadership Consultant, I design processes to help busy executives to understand more about themselves. I’m also a conduit in enabling deeper more reflective processes to emerge, thereby helping to transform the lives of many leaders. I did this for over a decade,(Fernandez 1997) though found that whilst I enabled this for others, I rarely engaged with these processes myself. My Doctoral journey changed this through addressing the question – “How can I as a leader (add facilitator and consultant to this) shift my focus from Action to Deep Reflection?”

The lens that was externally focused was now firmly focused on me and the internal frame. Interestingly the old adage, ‘We teach what we most need to learn’, was true in my case. It helped me to see that what I encouraged in others, I needed to embody and emulate for myself. 

As Managers and Leaders we influence people and processes at different levels. Our whole persona is integrally linked to the processes that we enable. We influence and are also influenced by every interaction with others - in many ways our role becomes one of co-enabling and co-creating processes with people. The old science model of the distant disconnected observer and expert plying their trade to others has had its day in the sun (Hawking & Mlodinow 2010; Kaku 2009; Laszlo 2008).

If I was to enable deep change for others then I needed to observe and recognise my own mental models and filters that constructed my view of reality. I needed to work at growing and developing further as a person. Pragmatically speaking - as a Facilitator and Leader - through self-observation I needed to understand what my own mental models and filters of the world are. How do these models and filters reinforce my view of the world? What is the breadth and depth of my worldview? What are the deeper metaphors and stories that inform my world-view? How accommodative of others world-views am I? Observation is essential as it provides the data for Reflection.

Reflect
Breathing with excitement I snorkeled at the edge of a reef en-route to stepping ashore for a barbecue lunch at a secluded Sandy Cay. I reflected momentarily on a Sufi quote I often use in my programs. ‘Deep in the Sea are riches beyond compare but if you seek safety it is on the shore’. By Shiraz. The person’s name not the wine, though I did indulge in a glass at the Cay!

To keep the metaphor going, there are many species of reflection, some allow you to explore the shore, close to the surface and others enable the exploration of the depths.

Like the coral reef, there are layers of interrelated, symbiotic connections; rich, colorful and imbued with meaning and purpose.

Time for ‘Reflection’ is scant in our busy lives. Even when we do reflect, our primary means is to reflect in the middle of action or briefly on action. This surface level process reflects back the world that you know - much like the shallow pool of water at the Cay that reflected my face and the blue sky in the background. In business, ‘Review’ is compensated for ‘Reflection’ and even this is done in a cursory fashion.

Also, review - like the ‘post implementation review’ within project management frameworks - sits comfortably within established business practices. It rarely challenges the status quo or the deeper underlying issues. In this context review and surface level reflection are single loop, incremental and fragmented from the context. Deep reflection on the other hand is the vital ingredient that incubates and illuminates new ideas. Deep reflection challenges current mental models or world-views and can change the game altogether. It is uncomfortable, creates dissonance and without it we are likely to achieve no more than trivial change. (Fernandez 2008; Fernandez 2009)

Deep reflection does not occur by happenstance. Given the pace and demands of life it needs to be designed, fostered and embedded systemically in organisations. Deep reflection involves the individual as both the subject and object of reflection. Also, group/team reflection sessions are a powerful enabler of high performance. Critical skills in dialogue, inquiry, advocacy and empathic
listening help in developing openness, trust and camaraderie. (Issacs 1999)

Observation and reflection are linked to our world-views and the Meta models we hold in our head. Leaders with myopic self centered world-views who are non-reflexive impact disproportionately on the lives of individuals.

Design
Our Observations and Reflections provide the data and critical thinking that helps us in designing something new. Design incorporates a creative forward-looking process. It can be, intentional and unintentional, planned and emergent. Design plays a key part in transforming our lives and in developing solutions that go beyond what we currently do and know. Leaders, who spend time designing and planning for the future, intentionally create better outcomes. Recent research on the brain (Carr 2010; Fine 2007; Levine 2002; Siegel 2007) also highlights the critical need to engage the forebrain in designing and creating the future. If we don’t, this part atrophies and we get locked into the daily grind.

Some time ago, I facilitated a leadership program for the Ratus (chiefs of Fiji). There were significant insights and learnings for me and I valued the cross-cultural immersion. For my children, this was a holiday where I wanted them to have a similarly immersive cultural experience apart from the orchestrated one at our resort.

Whilst waiting in the foyer the valet, David, enquired about our trip, I briefly provided the highlights and commented that I was also hiring a car so my children could see the real Fiji. He open-heartedly invited us to his house for dinner in a village amongst small sugar cane plantations. We took up the offer, exchanged phone numbers and agreed to meet at the car park of a local supermarket in town and then follow him in our car.
We decided to bring a bottle of Australian wine along with an envelope containing money as our gift. With David in tow we also bought some nibbles and chocolates for his son plus a couple of bottles of Fiji bitter. David had two bags of ice, apologising that they had no light or fridge due to a recent cyclone. He asked us to follow him. I was glad that I had hired a large all terrain vehicle with plenty of clearance at the bottom as we had to take a longer route through boggy tracks due to the bridge being damaged by the cyclone.

We left the highway and entered a dirt road, after some time David left his car at a friends place and hopped in our car. He did this so that he could come back with us for the more dangerous part of the ride. It started to rain, the terrain was boggy and hilly, we forded two bridges, and one made of timber had my hair on edge. My rather limited driving in boggy terrain skills was also tested. A little later the rain had cleared and we entered lush green countryside. Farmers waved at us as we passed. David commented that due to the hilly terrain and the high cost of fuel most work was done by ox and spade. The mixed community (Fijian and Indian) helped each other out during the cutting season and for other communal activities.

We arrived at a small house tucked away amongst giant Neem, Mango and Tamarind trees. There were herbs vegetables and flowers around it and chickens and goats in separate pens. The house was clean and tidy; food was cooked in an annex kitchen that was fired with timber and charcoal. Water was drawn from a boar, though the pump was not working due to the electrical wires coming down. Dinner was served in the courtyard, as the house was too hot. We had a feast of crab and fish that David and his extended family had caught the day previously on his day off from work. He stated that we were lucky as the full moon meant fleshier and plump crabs.
We explored a range of issues including about the environment and global warming and the impact on his community. He commented that he was paid $3.90 per hour, as was most of the service staff at the resort. He said that this was not sustainable and equitable given the amount the resort charged their guests. His income was supplemented by what they grew.

For example he bartered some herbs for the lettuce in our salad. David and his wife saved $20 a fortnight for the education of their son. We discussed the traits and strengths that their son was already demonstrating and we talked about their aspirations. David and his wife had hope for a better future for their son. They were realistic, optimistic and intentionally and purposefully made plans for a brighter future.My children were privy to all that was said and done during this time. We had a great conversation on the trip back about our experiences, about the deeper pervading issues in society, about the future and its potentiality. I also had an opportunity to look up at the night sky; it appeared like every star was visible and twinkled.


The story captures many aspects of the design and planning process. My intention for a deeper cultural experience meets the warmhearted opportunity offered by David. We are all designers of our life, making choices along the way that create and bring to life a future drawn from many other possible futures (Inayatullah 2008). Awareness of this is critical for if we are not willing to actively engage in this design, then we may be unconscious of the influences around us and have a future imposed on us. 

Operate
‘Operate’ is the final frame of DOOR and many of us are very good at this. In fact our whole life is engineered for this to occur; our very cortical architecture primes us for pattern and predictability. Neuroscience recognizes that this pattern making approximates 96% of what we do and this is mainly unconscious. The 4% is working memory and our window to consciousness. The DOOR’s iterative process enables us to meaningfully and intentionally work with the 4% and to understand the patterns and processes that drive us. The beauty is that when you deeply think and reflect your ‘Doing’ also becomes more present. I was present and enjoyed my time with David and was alive to the journey. I had trust in the future that was unfolding around us.

We are constantly experiencing something through our senses. It is when we place this ‘DOing’ through the filter of Observation and Reflection that we add meaning to it. Meaning which is individualised, constructed and context bound, gains significance and power through a process of Dialogue with others. Managers and Leaders who are reflexive practitioners can with their whole being
‘Be the Change they want to see in the World’.

References
Carr, N. 2010, The Shallows - How the internet is changing the way we read, think and remember, Atlantic Books, London.
Fernandez, E. 1997, ‘The Value of Reflective Practice in the Process of Change’, Action Research thesis, International Management Centres-UK, Brisbane.
Fernandez, E. 2008, DOOR to Action Learning Metanoa, pp 1-3 www.metanoa.com.au
Fernandez, E. 2009, 'DOOR to Deep Learning’, Deep Learning- Sources and Practices for Integral Leadership, eds P. Schrijnen, E. Leigh & S. Michiotis, Society For Organisational Learning, Lesbos Greece, pp. 59-62.
Fine, C. 2007, A Mind Of Its Own - How your brain distorts and deceives, Allen & Unwin Pty. Ltd, Sydney.
Hawking, S. & Mlodinow, L. 2010, The Grand Design, Bantam, New York.
Inayatullah, S. 2008, 'Six Pillars - Futures thinking for transforming ’, Foresight, vol. 10, no. 1, pp. 4-21.
Issacs, W. 1999, Dialogue and the art of thinking together, Doubleday - Random House, New York.
Kaku, M. 2009, Physics of the Impossible, Penguin, London.
Langer, E. 1989, Mindfulness, Addison-Wesley, Woburn, MA.
Laszlo, E. 2008, Quantum Shift in the Global Brain- How the New scientific Reality Can Change Us and Our World, Inner Traditions, Rochester, Vermont.
Levine, M. 2002, A Mind At A Time, Simon & Schuster, New York.
Rock, D. 2009, Your Brain at Work - Strategies for overcoming distraction, regaining focus, and working smarter all day long, HarperCollins, New York.
Siegel, D., J. 2007, The Mindful Brain: Reflecion and Attunement In The Cultivation Of well-Being, W.W. Norton & Company, London.

Dr Eugene Fernandez is the Managing Director of Metanoa and has over 25 years experience in consulting, coaching and facilitation, spanning various industries and sectors globally.

He has held senior roles in Organisational Consulting and Human Capital including roles as a Company Director and Program Director for Australia’s leading Business Schools, Melbourne Business School, Australian Graduate School of Management, Macquarie Graduate School of Management and the Australian Institute of Management. Over 5000 managers have participated in his interventions. More details on the DOOR model can be found at www.Metanoa.com.au

Is there Leadership in Management?

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Eugene Fernandez

The Management in Leadership and The Leadership in Management

I know this is well trodden ground and academia and the press are rife with arguments and debates about the difference between Leadership and Management and that we should not confuse one for the other.

John Kotter in his article ‘Management is (still) not Leadership’ states that it drives him crazy when people use the words Leadership and Management synonymously. He sees management as employing complex processes involving planning, budgeting problem-solving etc - To do the things that an organisations does well with predictable efficiency and consistent quality. Leadership on the other hand is about vision, empowerment and creating change - It’s about behaviours and not attributes.

Similarly Markus Buckingham from First Break all the Rules fame makes a distinction between Management and Leadership, proposing that management is a key skill and Managers are not simply Leaders in waiting - and challenges some of the conventional maxims like ‘Managers do things right. Leaders do the right things’- He asserts that such maxims cast the manager as a plodder and the leader as a sophisticated visionary executive, and argue that this differentiation encourages managers to label themselves as Leaders since they are most likely to prefer to think of themselves as ‘visionary’ than as a ‘plodder’.

His research indicates that the important difference between a ‘great manager’ and a ‘great leader’ is one of focus. Great Managers ‘look inwards’ at the individual, goals and motivations, they pay attention to all of the subtle and nuanced differences. Whilst Great Leaders ‘look outwards’ at the competition, market forces, the future, and they also focus on patterns, connections and a way to cut though complexity.All of these are valid comments and statements, however they do tend to reinforce a dualistic either or frame with clearly delineated boundaries. These boundaries are being challenged as the issues in the world become more complex, interrelated and wicked. There is a need for a more distributed and integrated model of Leadership, that is responsive, adaptable, co-creative and accountable.

Leadership in this sense is a demonstrated behaviour that is valued within the organisation irrespective of the position it emanates from. The designated title of manager within this context critically relies on the key behaviours of Leadership to maximise potentiality. Leadership becomes the vital component of management as it adds both an organic and systemic element to what can be perceived as mechanistic. We could go as far as to say that there can be no manager who is not a leader.

Likewise a distributed and integrated model of Leadership needs some of the key attributes of management to promote and sustain it. A vision needs a plan to ground it, a story is populated with people grappling with real dilemmas, empowerment is achieved through listening and real dialogue which takes organisational skills and a real investment in time. Feedback and follow through are scheduled processes and ‘being’ a Leader intentionally incorporates a rigorous process of self inquiry and reflection supported by critical feedback from important stakeholders.

Leadership needs some of the key attributes of management to ground it and make it effective and a manager lives the behaviours associated with leadership to be effective.

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