Occasionally, feature articles tell the vision, purpose, values story better than I can. Here's a perfect example from the AP in the Dallas Morning News July 27, 2008. I love the story, so read it here:
http://www.dallasnews.com/sharedcontent/dws/news/texassouthwest/stories/DN-nocona_27tex.ART.State.Edition1.4db53b4.html
My favorite quote is by Ben Storey, the owner of Nokona, is at the end of the article. This guy gets it.
Monday, July 28, 2008
Friday, February 29, 2008
The Person is the Message
The medium is the message.
Marshall McLuhan
A foolish consistency is the hobgoblin of little minds.
Ralph Waldo Emerson
As the political silly season ramps up and the pressure on the presidential candidates increases in advance of the March 4 primaries in Ohio and Texas, some dramatic differences in both the behavior and the messages of the campaigns are emerging. To paraphrase McLuhan, it is becoming apparent: The Person is the Message.
Hilary Clinton, a smart and capable woman with an reputation for being a polarizing figure, has morphed both physically and behaviorally in ways that are both a symptom of and a reaction to her political fortunes. Over the last couple of months we have watched as she gone from warm and fuzzy to scolding and derisive, from empathic to antagonistic, apparently in response her handlers view of what she needs to do to combat Barack Obama's growing popularity. At the same time, her appearance has become another mixed message, with bright colors and a more severe hair style emerging as the visual accompaniment to the changing rhetorical melodies. Ironically, these changes in her appearance and behavior only reinforce the message of her critics, that she will stop at nothing to win the nomination and the election.
Barack Obama, whatever his deficiencies in experience may be, has done a better job of sticking to his message which was highlighted by the title of his book "The Audacity of Hope". He has maintained a calm, even demeanor, his usual business attire, and stayed on message in nearly every way, regardless of the outcome of the latest primary. Both his message and his appearance send the message that he is genuine and firmly grounded. You may not vote for him, but he's hard to hate.
John McCain is apparently a fan of Emerson. As a silver haired and aging war hero with a reputation as a political maverick in the Republican party, his personal and political personas are a paradoxical mixed bag, and he seems perfectly comfortable as an enigma. An avowed fiscal conservative who says he doesn't really "understand economics", a Republican who supports abortion rights, a hawk who supports the decision to invade Iraq but is critical of Pentagon management, McCain appears to be an experienced politician and a decent man who believes that foreign policy issues are more important than domestic policy concerns. His message is pragmatic not inspirational, just like the man, and his appearance supports his message--conservative, appropriate to the setting with accomodation for his age and POW-related physical limitations. McCain's overall message is a collection of contradictions, just like the man himself. These complexities add to the challenge of communication for him and his team, a potential stumbling block in competition with an opponent with a simple message.
Of these three candidates, it is McCain and Obama whose message seems to be most consistent and congruent with who these people really are. Hilary Clinton's marked changes in behavior appear to reflect her own internal uncertainty about who she really is and what she believes. People don't always consciously recognize mixed messages, but they seldom like them.
With the general election still months away, this collection of characters will be under increasing pressure from their handlers to make changes to their appearance and presentation to respond to changes in polls and lobbying by influential constituencies. Messages change to meet the circumstances, as they should. The challenge is to send new messages that are congruent with the both the person and with existing messages.
Only time will tell whose message resonates best with the American people, but if the person is truly the message, our next president won't be a woman.
Marshall McLuhan
A foolish consistency is the hobgoblin of little minds.
Ralph Waldo Emerson
As the political silly season ramps up and the pressure on the presidential candidates increases in advance of the March 4 primaries in Ohio and Texas, some dramatic differences in both the behavior and the messages of the campaigns are emerging. To paraphrase McLuhan, it is becoming apparent: The Person is the Message.
Hilary Clinton, a smart and capable woman with an reputation for being a polarizing figure, has morphed both physically and behaviorally in ways that are both a symptom of and a reaction to her political fortunes. Over the last couple of months we have watched as she gone from warm and fuzzy to scolding and derisive, from empathic to antagonistic, apparently in response her handlers view of what she needs to do to combat Barack Obama's growing popularity. At the same time, her appearance has become another mixed message, with bright colors and a more severe hair style emerging as the visual accompaniment to the changing rhetorical melodies. Ironically, these changes in her appearance and behavior only reinforce the message of her critics, that she will stop at nothing to win the nomination and the election.
Barack Obama, whatever his deficiencies in experience may be, has done a better job of sticking to his message which was highlighted by the title of his book "The Audacity of Hope". He has maintained a calm, even demeanor, his usual business attire, and stayed on message in nearly every way, regardless of the outcome of the latest primary. Both his message and his appearance send the message that he is genuine and firmly grounded. You may not vote for him, but he's hard to hate.
John McCain is apparently a fan of Emerson. As a silver haired and aging war hero with a reputation as a political maverick in the Republican party, his personal and political personas are a paradoxical mixed bag, and he seems perfectly comfortable as an enigma. An avowed fiscal conservative who says he doesn't really "understand economics", a Republican who supports abortion rights, a hawk who supports the decision to invade Iraq but is critical of Pentagon management, McCain appears to be an experienced politician and a decent man who believes that foreign policy issues are more important than domestic policy concerns. His message is pragmatic not inspirational, just like the man, and his appearance supports his message--conservative, appropriate to the setting with accomodation for his age and POW-related physical limitations. McCain's overall message is a collection of contradictions, just like the man himself. These complexities add to the challenge of communication for him and his team, a potential stumbling block in competition with an opponent with a simple message.
Of these three candidates, it is McCain and Obama whose message seems to be most consistent and congruent with who these people really are. Hilary Clinton's marked changes in behavior appear to reflect her own internal uncertainty about who she really is and what she believes. People don't always consciously recognize mixed messages, but they seldom like them.
With the general election still months away, this collection of characters will be under increasing pressure from their handlers to make changes to their appearance and presentation to respond to changes in polls and lobbying by influential constituencies. Messages change to meet the circumstances, as they should. The challenge is to send new messages that are congruent with the both the person and with existing messages.
Only time will tell whose message resonates best with the American people, but if the person is truly the message, our next president won't be a woman.
Thursday, February 7, 2008
Monday, February 4, 2008
Lessons from the Super Bowl--Purpose Matters
The New York Giant's unexpected victory over the NE Patriot's vaunted football machine is just the latest example of a timeless truth for teams and business organizations: If you want peak performance from a group of people, they need a purpose bigger than "the job" or "winning". The Giants had that bigger purpose, and they performed at a level nearly everyone thought impossible.
According to interviews with Giant's players, the turning point in their season, and in their development as a true team, came in the third week of the season when they were introduced to Lt. Col. Greg Gadsden, a double amputee and Iraq war veteran. Gadsden, who had been a college teammate of Giant's coach Mike Sullivan, was treated to a sideline pass and invited to give a talk to the team before that game. Not only did the Giants come back to win that game, but they went on to win the 5th seed in the playoffs and and then 2 road games in the playoffs to get to the Super Bowl. All the players interviewed said that Gadsden had inspired them to be thankful not only for their own health but also for the sacrifice of all the members of the Armed Services. Gadsden says all he did was to encourage them to "fight for your teammates", like his team did when they stopped his bleeding and got him to the hospital after the IED obliterated his HUMVEE and his legs in Iraq.
While Gadsden certainly is NOT the only reason for the Giant's success, it is hard to ignore the power of a greater purpose, beyond winning a football game, even a Super Bowl, to inspire a group of motivated, talented people to perform at a high level. Gadsden gave the Giants a purpose for winning, and the Giants used that purpose to keep them unified and confident of success, even when most people gave them little chance of victory. Purpose does matter.
According to interviews with Giant's players, the turning point in their season, and in their development as a true team, came in the third week of the season when they were introduced to Lt. Col. Greg Gadsden, a double amputee and Iraq war veteran. Gadsden, who had been a college teammate of Giant's coach Mike Sullivan, was treated to a sideline pass and invited to give a talk to the team before that game. Not only did the Giants come back to win that game, but they went on to win the 5th seed in the playoffs and and then 2 road games in the playoffs to get to the Super Bowl. All the players interviewed said that Gadsden had inspired them to be thankful not only for their own health but also for the sacrifice of all the members of the Armed Services. Gadsden says all he did was to encourage them to "fight for your teammates", like his team did when they stopped his bleeding and got him to the hospital after the IED obliterated his HUMVEE and his legs in Iraq.
While Gadsden certainly is NOT the only reason for the Giant's success, it is hard to ignore the power of a greater purpose, beyond winning a football game, even a Super Bowl, to inspire a group of motivated, talented people to perform at a high level. Gadsden gave the Giants a purpose for winning, and the Giants used that purpose to keep them unified and confident of success, even when most people gave them little chance of victory. Purpose does matter.
Wednesday, December 12, 2007
Vision Values and Leadership
This season's most inspiring case study on vision, values, and leadership is the Dallas Cowboys. The arrival of Wade Phillips and Jason Garrett, and the emergence of Tony Romo in Jerry Jones' organization have dramatically changed this team from despondent and mediocre performers into an exciting and successful team, and this transformation is NOT primarily about technical football expertise, it's about attitude!
This Cowboys team is having fun! How could they not, when they are led on the field by a guy who smiles all the time, especially when the chips are down. Romo has football talent to be sure, but it is that smile that communicates his total joy at playing a game he loves and his undying belief that his guys can pull it out (and they have done it-coming from behind 9 times this season). That smile and the joy that drives it are the engine for a team that may actually be performing at a level beyond reasonable expectations for the combined talent of the players. That joy is also a reflection of Romo's articulated value that "football is just a game, and it's fun".
While Romo is the star and the "front man" for this organization, and certainly the kind of leader that's been missing for years, his success is built on the foundation built by the other three guys. Jerry Jones has proven to be an exceptionally talented and successful owner, driven by his passion for the game (and the business of the game) and by his vision that his team should win the Super Bowl again. He says it often; he believes it; he acts in ways that are consistent with that vision.
One part of that vision of Super Bowl success is the search for talent at all levels in his organization. Bill Parcells knew how to recognize and develop talent; Wade Phillips has the ability to delegate to the talented people he works with--a capability that Parcells just couldn't master as the Cowboy's coach. Phillips' style is a reflect of his belief that the role of a leader is to make it possible for talented people to be "all they can be" as the Army puts it. Phillips has created an atmosphere where talented people can flourish, none more than Jason Garrett.
Garrett, a first year offensive coordinator with humongous cojones, plays to win. Parcells, who was known for his "just don't screw up and lose this one" philosophy, cast a dark cloud over the organization that ultimately limited its ability to succeed. Garrett has driven that dark cloud away by giving his smiling assassin the options that allow Romo to have fun and to play to win. He demonstrates his faith in his players by giving them plays that create opportunities for them to excel and succeed, no matter what the odds. Sure, Garrett's play calling is a reflection of his uncommon analytical abilities, but they are also a reflection of his faith in his team's ability to succeed.
A vision of excellence. Values that include fun, working together, maximizing individual talents and teamwork. Front line leadership that lives those values in every situation. It's the formula for success in football and in business.
Go Cowboys!
This Cowboys team is having fun! How could they not, when they are led on the field by a guy who smiles all the time, especially when the chips are down. Romo has football talent to be sure, but it is that smile that communicates his total joy at playing a game he loves and his undying belief that his guys can pull it out (and they have done it-coming from behind 9 times this season). That smile and the joy that drives it are the engine for a team that may actually be performing at a level beyond reasonable expectations for the combined talent of the players. That joy is also a reflection of Romo's articulated value that "football is just a game, and it's fun".
While Romo is the star and the "front man" for this organization, and certainly the kind of leader that's been missing for years, his success is built on the foundation built by the other three guys. Jerry Jones has proven to be an exceptionally talented and successful owner, driven by his passion for the game (and the business of the game) and by his vision that his team should win the Super Bowl again. He says it often; he believes it; he acts in ways that are consistent with that vision.
One part of that vision of Super Bowl success is the search for talent at all levels in his organization. Bill Parcells knew how to recognize and develop talent; Wade Phillips has the ability to delegate to the talented people he works with--a capability that Parcells just couldn't master as the Cowboy's coach. Phillips' style is a reflect of his belief that the role of a leader is to make it possible for talented people to be "all they can be" as the Army puts it. Phillips has created an atmosphere where talented people can flourish, none more than Jason Garrett.
Garrett, a first year offensive coordinator with humongous cojones, plays to win. Parcells, who was known for his "just don't screw up and lose this one" philosophy, cast a dark cloud over the organization that ultimately limited its ability to succeed. Garrett has driven that dark cloud away by giving his smiling assassin the options that allow Romo to have fun and to play to win. He demonstrates his faith in his players by giving them plays that create opportunities for them to excel and succeed, no matter what the odds. Sure, Garrett's play calling is a reflection of his uncommon analytical abilities, but they are also a reflection of his faith in his team's ability to succeed.
A vision of excellence. Values that include fun, working together, maximizing individual talents and teamwork. Front line leadership that lives those values in every situation. It's the formula for success in football and in business.
Go Cowboys!
Tuesday, September 12, 2006
Turning Vision into Reality
" A dream becomes a personal vision when you share it with others."
RT- a former coaching client
That quote is one of many lessons learned from my clients, but it is among my favorites, because I think it expresses one of the fundamental steps in turning vision into reality. I have heard the story so many times-we have inspirations that we are afraid to share with others, even with our most trusted friends and family. Keeping these treasures to ourselves, usually out of fear that someone will laugh, deprives us of the opportunity to take the first step of transforming that dream into a reality.
A "vision statement" is the first (not the last) step along the road of bringing a dream to life. Lily Tomlin says in one of her monologues "I always wanted to be somebody, but I guess I should have been more specific"! Well, yeah! The first overt articulation of a dream destined to become a vision is probably not going to be the final draft! Just hearing it out loud may help to refine it, and certainly watching others react to your talking about your vision can provide valuable feedback about how to "tune it up". But regardless of the reaction, talking about your dream is the first step toward making it a vision.
My friend Larry James has articulated a vision for Dallas that includes affordable, workforce housing downtown. That vision has found a home in a vacant building, tax credits worth $12M and funding from the City of Dallas for nearly $2M dollars more, and needs another $10M to become a reality. Knowing Larry, this vision will become a reality. Now, certainly there are obstacles to be overcome-$10M is a LOT of money. But, without Larry's vision, even this much could NOT have happened. Just think what a crazy idea this must have seemed--cheap housing on the most expensive real estate in the city! Totally wacko. How can that possibly work?
Larry's vision demonstrates the second step of the transformation from dream to reality: confronting the reality of "I don't know how we are going to do it". No vision becomes reality without a community of believers. No vision becomes reality by efforts of one person-never happened, never will. The magic (blessing) of clearly articulated visions is that they inspire OTHERS to say, "I want to be a part of that, and I can do..." and contribute their unique talents, perspectives, insights, and efforts to making the vision come to life. It is the community of believers, inspired by the vision (now shared vision), that makes the vision a reality. That's why knowing the "how" is irrelevant; it's gathering the "who" that matters.
On a personal note, I have a vision that small groups of Christian business leaders, meeting together monthly to share their personal visions for themselves and their businesses along with their faith, can be a transformative force for good in our community. I have taken the first step by sharing that vision with others and with you now, and will actively work to gather the "who" to help take this vision from the theoretical to the practical. As Walt Disney said,
RT- a former coaching client
That quote is one of many lessons learned from my clients, but it is among my favorites, because I think it expresses one of the fundamental steps in turning vision into reality. I have heard the story so many times-we have inspirations that we are afraid to share with others, even with our most trusted friends and family. Keeping these treasures to ourselves, usually out of fear that someone will laugh, deprives us of the opportunity to take the first step of transforming that dream into a reality.
A "vision statement" is the first (not the last) step along the road of bringing a dream to life. Lily Tomlin says in one of her monologues "I always wanted to be somebody, but I guess I should have been more specific"! Well, yeah! The first overt articulation of a dream destined to become a vision is probably not going to be the final draft! Just hearing it out loud may help to refine it, and certainly watching others react to your talking about your vision can provide valuable feedback about how to "tune it up". But regardless of the reaction, talking about your dream is the first step toward making it a vision.
My friend Larry James has articulated a vision for Dallas that includes affordable, workforce housing downtown. That vision has found a home in a vacant building, tax credits worth $12M and funding from the City of Dallas for nearly $2M dollars more, and needs another $10M to become a reality. Knowing Larry, this vision will become a reality. Now, certainly there are obstacles to be overcome-$10M is a LOT of money. But, without Larry's vision, even this much could NOT have happened. Just think what a crazy idea this must have seemed--cheap housing on the most expensive real estate in the city! Totally wacko. How can that possibly work?
Larry's vision demonstrates the second step of the transformation from dream to reality: confronting the reality of "I don't know how we are going to do it". No vision becomes reality without a community of believers. No vision becomes reality by efforts of one person-never happened, never will. The magic (blessing) of clearly articulated visions is that they inspire OTHERS to say, "I want to be a part of that, and I can do..." and contribute their unique talents, perspectives, insights, and efforts to making the vision come to life. It is the community of believers, inspired by the vision (now shared vision), that makes the vision a reality. That's why knowing the "how" is irrelevant; it's gathering the "who" that matters.
On a personal note, I have a vision that small groups of Christian business leaders, meeting together monthly to share their personal visions for themselves and their businesses along with their faith, can be a transformative force for good in our community. I have taken the first step by sharing that vision with others and with you now, and will actively work to gather the "who" to help take this vision from the theoretical to the practical. As Walt Disney said,
"All our dreams can come true, if we have the courage to pursue them."
I do.
Wednesday, May 3, 2006
Vision and Success
"We are trying to win a championship" -Avery Johnson, NBA Coach of the Year, Dallas Mavericks.
While I personally tire of sports metaphors in business, sometimes the example of the impact of clear vision on organizational performance is just too good to pass up. Avery Johnson understands the importance of a clear vision in motivating an organization to peak performance. After taking over an organization with lots of talent and a history of underperforming, Johnson made a number of changes in the Maverick's approach to winning, but none more important than this one: He made winning a championship the explicit vision for the organization. Now as the Mavericks move into the second round of the playoffs after sweeping the first round for the first time in the 25 year history of the organization, the impact of that vision is becoming manifest.
In contrast, many leaders of organizations with similar levels of talent and histories of underperformance, fail to recognize the importance of a laser-like vision to the people in the organization. A focus on the successes of the past, or even a "we can do anything" approach to the future, fails to provide the kind of day to day motivation to people in the organization that they need to tolerate the frustrations of the grind of everyday work. Even more importantly, the absence of a clear vision for the organization leaves front line people with no guidance about how to make important operational decisions, and no reason to make them. As one writer put it, "If you're not going anywhere in particular, any road will take you there".
Underlying this implicit need for clarity of vision in organizations is a universal human need for meaning and purpose. We all need to feel that our efforts are part of something bigger than ourselves, that we matter, and that our work has some greater meaning than what we actually do. A clear vision provides that link from individual effort to a greater meaning and purpose. The most highly paid professional athletes are among the first to say "it's not about the money", and while these comments are often met with scepticism, if not cynicism, by many in the press and the public, I think those comments reflect a deeper truth-money matters, but not as much as purpose as a motivator to peak performance.
So my hat is off to "The General", Avery Johnson, for his recognition as coach of the year, and especially for his example as "the keeper of the vision".
While I personally tire of sports metaphors in business, sometimes the example of the impact of clear vision on organizational performance is just too good to pass up. Avery Johnson understands the importance of a clear vision in motivating an organization to peak performance. After taking over an organization with lots of talent and a history of underperforming, Johnson made a number of changes in the Maverick's approach to winning, but none more important than this one: He made winning a championship the explicit vision for the organization. Now as the Mavericks move into the second round of the playoffs after sweeping the first round for the first time in the 25 year history of the organization, the impact of that vision is becoming manifest.
In contrast, many leaders of organizations with similar levels of talent and histories of underperformance, fail to recognize the importance of a laser-like vision to the people in the organization. A focus on the successes of the past, or even a "we can do anything" approach to the future, fails to provide the kind of day to day motivation to people in the organization that they need to tolerate the frustrations of the grind of everyday work. Even more importantly, the absence of a clear vision for the organization leaves front line people with no guidance about how to make important operational decisions, and no reason to make them. As one writer put it, "If you're not going anywhere in particular, any road will take you there".
Underlying this implicit need for clarity of vision in organizations is a universal human need for meaning and purpose. We all need to feel that our efforts are part of something bigger than ourselves, that we matter, and that our work has some greater meaning than what we actually do. A clear vision provides that link from individual effort to a greater meaning and purpose. The most highly paid professional athletes are among the first to say "it's not about the money", and while these comments are often met with scepticism, if not cynicism, by many in the press and the public, I think those comments reflect a deeper truth-money matters, but not as much as purpose as a motivator to peak performance.
So my hat is off to "The General", Avery Johnson, for his recognition as coach of the year, and especially for his example as "the keeper of the vision".
Subscribe to:
Posts (Atom)