Ripple Effects

Photo Credit: Richard Chicoine iCopyright 2009

Celebrating Leadership

With all the buzz about diversity, innovation, metrics and personality inventories in leadership literature, how does an emerging leader sort through the theory and determine her own style?

It’s a question that Canada’s 22 formal leadership programs are committed to answering, all in their own community based agendas.

In northern Ontario, for example, Leadership Thunder Bay terms it “immersion” in community leadership: let’s examine the nature and complexity of community and identify the leadership skills required for creating economic and social change.

In a ten month curriculum, two dozen participants discover the range intersections of their economy, institutions and neighbourhoods. Through experience and assessment, they develop high level skills and styles that are most effective in a variety of situations.

“Sometimes its smooth sailing with immediate ripple effects. At others, the conflicts and negotiations are real; that’s when the long term learning happens. Self confidence goes through the roof.”

One group of participants defined “community leadership” as this:


The Definition of Community Leadership
The capacity to see what needs to be done;
the courage to take the lead;
the ability to inspire others to action;
the willingness to break down barriers;
and
the fundamental ability to collaborate with others in the community
so that together, great results are achieved,
far greater than what one could do by one’s self.

I would like to personally congratulate and celebrate the commitment of all leadership program graduates across the country.

Behind their success are volunteers who create, govern
and plan these sessions.

Theirs is the ultimate succession plan for
community innovation and growth.
By leading the learning, and learning through leading, the dynamics in our communities evolve.

Thumbs WAY up for the graduates:
Class of 2008 - 2009 (www.leadershiptb.com)

Jacki Alto, Nishnawbe Aski Nation
Robert Berardi, St. Joseph’s Care Group
Brad Bonazzo, Investor’s Group
Tammy Chiodo, Confederation College
Kathleen Eaton, Superior Credit Union
Peter Evans, SunLife Financial
Catherine Hilgers, Confederation College
Stewart Kallio, Confederation College
Sarah Kerton, City of Thunder Bay
Nancy Kos, Bombardier
Nicole Landgraff, St. Joseph’s Care Group
Mike Lees, TbayTel
Kelly Litt, Thunder Bay Chamber of Commerce
Margie MacDonald, Confederation College
Nicole Maillette-Seller, Bombardier
Cathy Matthews, Workplace Safety Insurance Board
Michael Mehegan, Thunder Bay Hydro
Kristen Oliver, City of Thunder Bay
Tammy Orr, CNIB
Tracy Puurunen, St. Joseph’s Care Group
Sylvia Renaud, Thunder Bay Public Library
Rosanna Scaffeo, Lakehead University
Paul Wolfe, Thunder Bay Community Foundation


##

Maggie Chicoine is a professional speaker, master coach and lead facilitator of Leadership Thunder Bay. She specializes in Strategies to Think Ahead.

Go to: www.theideasculptor.com

The unofficial leadership blog is at www.xowhat.blogspot.com - check out the archives!

Leadership Thunder Bay: www.leadershiptb.com

Maggies leverage column, The Tuesday File, appears weekly in www.lakesuperiornews.com.

Reach Maggie at 1 800 587 1767, maggiechicoine@gmail.com or twitter @ideasculptor.

Photo Credit: Richard Chicoine, iCopyright 2009

Power Patterns

Photo Credit: Richard Chicoine iCopyright 2009

This scene is more than the typical walk through the woods on a winters eve. Take a moment to discern the patterns in the pines. The inherent structure of the trees, the boughs, the needles remain intact - and visible - despite the unexpected screen of snow. The foundations of leadership are much the same... core competencies are not easily hidden. Who we are speaks louder than our words.

Is Power An Illusion?

What is it about the combination of power and leadership that incites an instant response right from gut level? This morning I posted a quick Twitter question and within minutes received pitches from managers and workers, entrepreneurs and students about their experiences with powerful leaders. Some used, let’s say, strong language.

My thinking about the illusion of power was inspired by a research paper released this week by the Stanford Graduate School of Business under the title: “Illusory Control: A Generative Force Behind Power’s Far-Reaching Effects”. The experiments that were conducted are a fascinating read about what motivates people to take action.

The bottom line is that acquiring a position of power – even through role play – motivates people to action. When participants viewed themselves as more prominent and more influential in a situation, they were inspired to take more risks and tackle goals with added confidence.



“Taking on a formal position of power – be it managerial, political or cultural – gives people the illusion they have more control over their organization and their world.”

The study goes on to say: “In the best-case scenarios, this can lead to achieving unimaginable accomplishments. In the worst, it can lead to poor decision making and devastating losses.”

In my own limited Twitter experiment, I asked for the three most important “competencies” of powerful leaders. Core competencies are the skills, tasks, behaviors and attitudes required to do the job. Competence can be measured quite easily by observing what someone says they will do versus what they actually do, resulting in a match/gap ratio. The responses from 99 different sources (on January 5, 2009) included these top 7 competencies:

- Trust
- Compassion and empathy
- Passion

- Ego – let it GO
- Listen to what your people say
- Keeping secrets makes leaders stink
- Don’t feed us crap. Tell us what is going on

My totally subjective analysis? The illusion of power plays an important role in organizations. For example, let’s look at “trust” with the lens of “Ego-less-ness”, or “listening to what employees are saying”, or “Keeping secrets”, or “Telling people what is going on”. How does the leader walk the talk when trust is the issue? How does trust get turned around?

The Stanford study concludes that “An illusion of power and control may lead to its own demise”.



What I’m hearing from the global ranks, is that leaders need to be constantly on the alert for their own illusions of grandeur, their perceptions of their position within their organizations, and what is not said. I would be interested in future research to study the effects of the illusion of power over time and whether they are moderated as the leader builds experience.



Any thoughts? Please comment!

###

Maggie Chicoine is a professional level member of the Professional Writers’ Association of Canada, and the Canadian Association of Professional Speakers. Her column, The Tuesday File, appears weekly in LakeSuperiorNews.com. Northern Ontario Business also features her column: Just Do This, Straight Talk for Entrepreneurs.

Reach her at 1 800 587 1767 or maggiechicoine@gmail.com or twitter “Ideasculptor”.

The full PDF of the Stanford Graduate School of Business study is located at https://gsbapps.stanford.edu/researchpapers/library/RP2009.pdf . Authors: Nathanael J. Fast, Debroah, H. Gruenfeld, Niro Sivanathan, and Adam D. Galinsky,”

FYI

Life Is A Blur: Photo Credit Richard Chicoine iCopyright 2008

PMS Is Not What You Think

Have you noticed that we’re all speaking in short forms? The online dictionary of abbreviations lists 662,000 short forms of words in 11 categories, including one of “modern slang”. I couldn’t resist. I had to peek.

LOL’s most common interpretation is Laughing Out Loud or Lots of Love, but its meaning has spread to Little Old Lady and Loser of Love. What about OOO? Out Of Office. How about SEX? That’s Software Exchange, or Shipment Exception Code. WTF is a Waste Treatment Facility. Let’s just combine all of that and what do we get? OOO – SEX - WTF!

The point is, that communication is speeding up. Everythins is a blur. When did it become easier to message someone across the room instead of walking 20 steps to talk? Or instant dial? There’s a problem or two building up. It scares the SOOM: something out of me.

There’s a whole new consulting industry emerging from team communication dysfunctions. Emails are one of the hottest problem areas in many organizations. What people write may not be what the other person “reads”. Relationships and teams easily fall apart and time is wasted in correcting assumptions and misinterpretations. People get P.O.’d by the tone of your “voice” when the intention of the message loses its true meaning.

Fact and feeling are closely related, just like IQ and EQ – the intellectual quotient and emotional quotient. Short-cuts in communication also cut productivity, efficiency and effectiveness - when the workforce is anonymous. Abbreviated phrases have transformed into ETS: Electronic Translation Systems and the translations may be far less the perfect. SOS!

PMS in my vocabulary means, Preventative Maintenance Systems. Yes, I acknowledge the other common female connection, as well as Please Make Snacks and Psammomatous Melanotic Schwannoma.

The point of stopping to study our acronyms, is to take a moment to reflect on what it takes to “get along around here”. In our efforts to save time, to condense our lives into cubicles of acronyms, when do we schedule our own PMS? It’s OK for industry and manufacturing to shut down for maintenance. What about Preventative Maintenance for our “people systems”? What about catching up on red tape and organizing tools? Cleaning out that inbox? Talking to real people about real opportunities and what everyone is thinking? Leading by walking around instead of hitting "send"?

PMS means we take the time to celebrate achievements and partial successes, or to bury failed projects.

Take a good look at industries which excel in the world’s competitive marketplace. Bombardier, for example, puts “People First”, and then quality, responsiveness and cost. Does this sequence make sense for your work and leadership?

Warning: If people are condensed into faceless acronyms in your workplace, it’s time to change.

Maggie Chicoine is a professional speaker, master coach and team facilitator specializing in Strategies to Think Ahead. Reach her at 1 800 587 1767 or www.theideasculptor.com

Eleven Eleven: Take Eleven

Photo Credit: Floating Window by Richard Chicoine. iCopyright 2008




Eleven Eleven: Please Take Eleven





What would it take to find eleven minutes on Remembrance Day to write to our troops?





I was inspired to create this message by a client's comments about a meeting at 11 am on November 11. She remarked that she's not about to go to the war memorial to stand in the rain... at which point, I suggested an afternoon appointment.





My thoughts were instantly transported to the women and men in our armed forces, who were exposed to extreme conditions, life-threatening circumstances, and who put themselves on the line for world peace.





Isn't it our responsibility to take a few moments of our own busy lives to remember their contributions to our quality of life in Canada? Could we do more than just pause for the sound of trumpets at 11 am?





Yes we can.

Morale By Message Board








Whether you choose a handwritten note, a few words on the message board, or the commitment to send cards for the holiday season, Tuesday the 11th is THE day to put your good intentions into action.






The men and women of the Canadian Forces have demonstrated time and again that they will rise to any challenge. Let your Canadian Forces members know you appreciate their service by sending a message using this monitored message board.





http://www.forces.gc.ca/site/Community/Messageboard/index_e.asp






Canada Post offers a FREE service for mail sent to our Troops at:


Any Canadian Forces Member,


PO Box 5058 Stn Forces Belleville ON K8N 5W6







Christmas Shopping?





Buy official "Support Our Troops" merchandise: The only "Support Our Troops" merchandise sanctioned by the Canadian Forces, includes ball caps, t-shirts, car and fridge magnets, cling vinyl window decals, bracelets, lapel pins, and more. Order these and other items online at CANEX. All proceeds from the sales of CFPSA "Support Our Troops" items are reinvested directly into morale and welfare programs for CF members and their families.








What else can you and your family do on the 11th?





~ Invite a Veteran to dinner or visit & bring dessert


~ Click onto the message board


~ Send a card to the family of military personnel


~ Ask your children and grandchildren to make cards to send to Belleville's distribution centre (note the Christmas greeting deadline)


~ Send this blog to your family and friends & encourage them to use the links to send messages to our troops


~ Wear your poppies proudly








Most of all, appreciate.... Canada is a sweet spot...

Leadership Special Post

Inspired Advice

What if you could find the solution to a problem by combining two contrasting ideas?

A key responsibility in leadership is digging up answers for situations that emerge from bottlenecks and gaps in the system. Traditional problem solving techniques may overlook an approach that not only analyzes the situation, but becomes a source of inspiration and innovation for the whole team.

Explore the Intersections

Experienced leaders know that there is a point of intersection that merges seemingly unrelated concepts. By combining contrasting thoughts, exploring random arrangements and sequences, ground breaking explanations may emerge. Prepare to be surprised.

This answers why solutions often come from sources that don’t seem to be related to the task at hand. And why innovative companies hire mavericks to shake up the thinking around the board room table.

So what’s the point?

In my work as a Coach and Facilitator, I find leaders who don’t take advantage of intersectional opportunities. Talented leaders are unintentionally stuck in ruts. Teams become uninspired. Brilliant ideas at meetings are ignored, and most often not voiced. The systems in these organizations lack influence, the power to be heard.

Being innovative is risky business, especially when fear takes over the fun.

However, when people are ready for an ingenious approach, they hop on board easily. The first clue to readiness is laughter. If your meetings are housed in silence, you know that the clout of imagination has left the building.

Give people permission to play, connect and use their intuition. Allow everyone to combine fields and disciplines in random ways in search of a solution that works in reality. Instead of judging, generate.

A Leadership Intersection Example

What if you could be taught relevant leadership skills from an unlikely, unrelated profession? Let’s criss-cross “horse whisperer” with “dog whisperer” and “baby whisperer” as an example. I am recommending time spent wisely watching the National Geographic Channel.

Horse Sense

Training a wild horse can be an arduous and daunting task. Horse whisperers have learned, that their best approach is to pitch the official methodologies and instead, pay attention to feelings. They recognize that many of the problems with animal behaviors are a result of the way that they are handled. Patience and a genuine desire to communicate bring about a stronger relationship. That’s where you make it or break it.

Author of “The Horse Whisperer”, Nicholas Evans, says, “I truly believe that one of our problems as a species is that we have lost our animal nature and have come to think we are superior to all other species. We have stepped out of the circle of life and have come to believe that our highly developed rational/intellectual sense is the only one that matters. In so doing, we have lost use of our other senses (our common sense, especially).”


Dog Days

Dog whisperers find that unruly canines need structure and discipline. A calm, assertive approach leads to submission, which is not cowering, but a respect for leadership.

As Cesar Millan, a professional dog whisperer stresses, “being leader of the pack does not imply strong punishment and corrections but an assertive, confident approach where the dog recognizes your leadership.”

Baby Wisdom

Sheyne Rowley, the Australian Baby Whisperer, emphasizes a safe and secure environment, room for independence with guidance, and a routine for managing transitions. Babies have questions, and they become frustrated when they cannot communicate their needs. Behavior problems signal that something is wrong and the ripple effects the whole family. “When mama and baby ain’t happy, nobody’s happy.”

Whispering Leadership

When we intersect the three unrelated “whisperers”, and extract the leverage for leadership, we learn that:

* The stronger your authentic relationships, the more leverage you create
* Intuitive listening is crucial in the mix
* Individualized approaches maximize the whole team’s performance
* Frustration and behaviorial problems are signals within the system: do you hear the cry?
* Your leadership can’t be assumed. How are you positioning the role?

Just Do This:

I encourage you to hunt for leadership techniques from a wide variety of resources.

But even more of a priority is to ask your own team for feedback. Let them assess your style, and use the opportunity to deepen your relationship with each person. Let them find the unexpected connections. Let them whisper to you.

Maggie Chicoine is a professional Coach, Speaker and writer based in Thunder Bay Ontario Canada. “Experience Speaks, with a twist of ingenuity”

Reach her at 1 800 587 1767 or http://www.theideasculptor.com/

Reprint this article? Email for permission. maggiechicoine@gmail.com

Now? Near? Far?

Strategy?

Think NOW,

NEAR,

FAR


View Points
If you want to build a ship, then don't drum up men to gather wood, give orders, and divide the work. Rather, teach them to yearn for the far and endless sea.” - Antoine de Saint-Exupery

Your point of view determines how you will move toward your plan of action. Easy, you say?

When I’m in the role of “traffic cop” during intense and sometimes heated discussions in a strategy session, I hear comments such as, “you just don’t understand what it’s like to be on the front lines”. Leaders become frustrated when the staff does not understand the balancing act of bigger picture decisions, such as the financial implications of expansion. The disconnect, if it stays “off the table”, can create long term problems in relationships. And relationships, as we all know, are the center of any organization.

One way to address the varying points of view in the situation, is to think about the outcomes from a time continuum.

“NOW” is the present and a few weeks ahead. What needs to happen? What should we watch out for?

“NEAR” is a few months into the future. What are the questions that will bring us from right now to the next quarter? Notice, I didn’t ask for answers! Start with the questions – all of the ones that are important from all aspects – and then move to the “right answers”.

“FAR” is the timing for long term strategy. A year or two down the line.

When you think about time as a continuum, the “far” always moves to “near”, and “near” to “now”. What do you see on the horizon?

Work backwards, again with questions. What do you have to start “now” to make sure that “far” is the desired outcome?

My one word of caution?

Simplify! From complexity, comes simplicity. Strategic plans often sit on shelves and collect dust and guilt. The best of strategy comes alive when it’s meaningful to the people who must carry it out today. The timing of “far” will arrive when “now” is a priority. Chunk down the plan. Live it.

NB: When you are stuck, you might need an unbiased facilitator to take you through the beginning of the process.

And remember: this Coach is on call...no strings attached. All you have to do is "ask"!

- Maggie
1 800 587 1767
PS Read the archives!

RETRO-per-SPECTIVE

RETRO Per SPECTIVE

It’s all in how you see the situation. Are you moving forward or hanging onto inner conflicts from years ago? Are you really in charge or is someone else driving your buggy?

This past week’s Ideas Du Jour (on your right) featured the letter “O”! If you happen to be wrestling with issues related to Other people, Old arguments, Opposition at work, Over the top screaming fits, then scroll way down to number One on the list. Take some time to reflect on the ideas that jump out at you. And then concentrate on the “O’s”. JWSD = just write stuff down.

This Mennonite Buggy photo, a creation of our resident photographer, is an example of the power of intersections as inspiration. The visual brought to mind the details of an ugly situation at work a few years ago. Even though I loved my job and the people, I was stressed, frustrated, over-worked and hassled by a boss whose leadership style was “Command and Control”. You know, my way or the highway.

Often, solutions come to us in dreams, if we are paying attention! A very vivid picture which told the story of that working environment, surfaced in my imagination.

My supervisor was in charge of the chariot, whip in hand, and I was one of the lead horses. Every time I wanted to change paths, to find a shortcut on another road, I was reigned in. And pulled back. Told to stop. Not go there. Not to ask questions.

You know what happens next, don’t you?

Use your own retrospective to get your life in alignment. You can listen to your heart-song, draw out the bits that are keeping you up at night, find the “OH!” and then take action, you won’t have to worry about the buggies.

If you need a coach to configure your inner GPS, all you have to do is ask. No strings attached!

- Maggie

E = Energy

5 EEEEEEEEE Haaaaaaas!

When’s the last time you yelled out a hearty EEEEEEEEEEEEEE Haaaaaaaaaaaaa! That’s the sound of a good idea about to emerge into action. Theoretically speaking, most yippeees happen in private, or in the silence of your own head room. Probably not at a staff meeting! Even the best ideas, or germs of new thinking somehow get squashed by the atmosphere.

The “EEEEEE” list – see the IdEas Du Jour – all relate to Energy. Energy in your mind. Excitement type energy bursts while trying to find solutions and leverage. Celebrations when the project was awesome, or totally flopped!

We seem to take the EEEEEEEEhhhaaaaaaaaaas for granted. As Leaders, listen for the laughter. That’s the glue that keeps teams on track.

So, if you’re stuck, bogged or muddled, consider the variety of energies you can apply.

1. Energy of an eager beaver: set a deadline! Dam, build it!

2. Energy of an expert: outsource? Consult? Volunteer? Colleague?

3. Energy of editing: as Hemingway said – and I paraphrase, less is more. Less brings leverage!

4. Energy of enthusiasm: are the ya-butters and nay-sayers crushing your spirit and passion? Tell them to go away (but not before examining their “truth”. You might be missing something important and they are giving you clues!)

5. Energy of celebration: Go ahead, throw a, EEEEEHHHHHAAAAAAA party, even if you’re not finished yet. Or you’ve messed up. We need to celebrate more!


Hey, and if you can’t get that energy rocking and rolling, that’s what coaches are for! This week is International Coach Week! We are celebrating... for YOU that means

Complimentary Coach on Call just by emailing maggiechicoine@gmail.com

Ehaha!
Maggie

"Muddled Meadows" by Digital Artist Carol Cooper, http://www.compasswebworks.com/

More on Leadership Leverage: The Tuesday File at Lake Superior News.ca

7 Ways to Slap Your Forehead

Sitting in a puddle of ideas these days? Got all the right pieces but the picture on the puzzle cover doesn’t fit? What used to work isn’t working any more? Sucked out of energy by someone you work with? Or worse yet, a relative you’re living with?

Enough of the questions… welcome! Whatever your situation, there’s a way to figure things out, and that’s why we’re here, at the MAG-OH!-ZINE. Let’s chat about this blog and why it's important. (BTW, the real reason is, “I care!”)

A bit of background… for 21 years, I've had the privilege of jumping into the busy-ness of companies, organizations, relationships. Some have been looking for ways to get better at being the best. Others have been struggling, taking their last breath, or starting up a new initiative. They have all asked for an outside perspective on strategy, creativity, leverage! These requests have come from unlikely places, such as tribal leaders in Africa, board Executives in Australia, community groups in Minnesota, metropolitan convention centres and the boonies of northern Canada. Whether it was a CEO in Boston or an entrepreneur in Borup's corners, the message was the same. Help us figure things out. I do.

For my official bio, just go here.


3 Things You and I Both Know:

Whether you're a CEO or a part-timer, you have your own perspectives and perceptions about what's going on around your company. Listening to the chatter in the parking lot, everyone has an opinion about what's wrong, and what's working well. All too often, though, messages get buried under routines and criss-crossed by interference such as assumptions, unstated ideas, shakey skills and egos. Power, control, ambition, behaviors...complex stuff! Have you noticed that the same issues also happen on the homefront?



The bottom line is this:

1. We say we can do things better; yet everyday behaviors don’t support what we
say. Our intentions don't match what actually happens.

2. Important ideas are not being heard by the power brokers. Or there's a perception that ideas aren't being heard - you have no influence - that's when "we have a communication problem around here".

3. Leaders cannot expect their organizations to change if they, themselves are stuck. "THEY DON'T GET IT" is stated as, "My boss should be here to learn this stuff!"

I’ll be sharing some real stories about organizations, and how they’ve taken a slice of the obvious to turn things around, starting with their own leadership styles.

So this is STRATEGIC SYSTEMS THINKING – or, as I like to call it, Figuring Things Out. My specialty is LEVERAGE – how do you get the most from an idea, a system and its people, processes and products? How can you do this simply? How do you focus on spirit-centred intentions? How do you make work and life sweet? Yes, there is hope!

7 is The Number

This blog is about finding answers and inspiration. Here’s how it works. Every day, a new IDEA DU JOUR will be posted. Every week, the blog post will go into detail about the 7 ideas du jour. I will be offering you triggers and tidbits, so that you can slap your forehead and shout out, “Oh! I get it!!”!

You’ll notice that every idea is expressed in 7 words or less. There’s power in “Say It In 7™”, one of the most important concepts in thinking strategically. I’ll explain that next week!


My aim is to get release the chatter in your head and talk about what matters most to you. If you are stuck, bogged, muddled, write in! Let’s figure “it” out…. Welcome to the Mag!

- Maggie


You can also visit the website at http://www.theideasculptor.com/ .