Dare To Dream

Over the past few months I have followed the progress of Jessica Watson in her epic sail around the globe. From the outset their have been those intent on knocking this young girls adventure; these are the couch potatoes, sitting wrapped in their own mediocrity. Living in a world where it is easier to criticise than it is to actually get up and do something positive and innovative themselves. These are those with unfulfilled dreams. Yes Jessica Watson has done something a little daft, even silly. yes she is very young, almost too young. Yes it could all have ended in disaster, with a couple of weeks to go, it may still, but so far it has not, but she followed her dream.

When was the last time you followed your heart? When was the last time you sang like noone was listening, danced like noone was watching and loved like there was no tomorrow? When was the last time you took a risk that made your heart pound with excitement? I don't mean taking out a mortgage on your house either. I am talking about the sort of risk that you find so exhilerating that you want to share with the world. The sort of risk where the sheer absurdity of it makes you want to laugh.

There are a lot of Jessica Watson's in this world, but not enough. There is vast untapped potential in any organisation, in every community, yet instead of fostering and encouraging people to be innovative, we put in place processes to actively discourage them.

There are some lessons to be learned from Jessica's achievements. She didn't try to do this alone. Yes Jessica sailed alone, yet at the same time she is surrounded by a support team of managers, sponsors, family and supporters. She may have been physically alone but she was not alone. Innovation often fails because the person with idea is unable to gather the support team around them. The support team has a dual function, it not only provides support, it acts as unofficial media and it champions the change. The support team provides reassurance and demonstrates safety.

Jessica's support team utilised a variety of media, constantly, to inform, to education and to enable multi directional communication. Jessica did not function in isolation. At all times she, and her support team were guided by the feedback of thousands of others, including the couch potatos.

At the end of the day Jessica chose to not sit on the couch and dream about the possibilities; instead she got off the couch and did the things that needed to be done to make the dream a reality. Each of you has exactly the same choice. You don't need to sail around the world, there are so many other things you could do that will provide you with the same amount of excitment and satisfaction.

Imagine what Jessica will be talking about for the rest of her life, imagine the stories she will have to tell her grandchildren, her mokopuna, imagine how in 80 years time she will look back and smile. Will you have able to do the same?

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO

Will You See The Change Coming?

I lifted the following from http://bit.ly/aX7HiM - Mike Myatt's blog on Leading Change. The image is courtesy of FutureMakers a not-for-profit organisation based in south west Victoria.

Why didn’t Folgers recognize the retail consumer demand for coffee and develop a “Starbucks” type business model? Why didn’t IBM see Dell and Gateway coming? Why didn’t more established social networks see Twitter coming? How did the brick and mortar book stores let Amazon get the jump on them? I could go on-and-on with more examples, but the answer to these questions are quite simple…The established companies become focused on making incremental gains through process improvements and were satisfied with their business models and didn’t even see the innovators coming until it was too late. Their focus shifted from managing opportunities to managing risk, which in turn allowed them to manage themselves into brand decline…

As a manager in a not for profit organisation you may be asking what has this 'profit making' stuff got to do with me? Here is a question for you to ponder. If you were a Government funding organisation and you had on your desk two funding submissions, both from non-profit social agencies, both with established history and both seeking funds to achieve the same outcomes. The difference is one of these agencies is a social venture operation, it generates revenue from business units, it doesn't rely upon Government funding to remain viable and it is seeking a lower input from Government. Where do you think the funding is likely to end up?

Your response to this question may determine whether your organisation continues to provide a service into the future or whether historians will look back and ask, why didn't they see this coming?

For decades now, not for profit organisations have stuggled for adequate funding and they continue to do so from an ever diminishing pool of funds. For the next 30 years Governments will face severe pressure on taxation revenue and increased costs, in particular associated with ageing and health care. This will place pressure on funding for disability, mental health, AOD, Family & Children, community capacity building and so on. Service providers will also face increasing costs, in particular labour costs. This will place pressure upon financial reserves for many.

Is the answer to engage in social ventures or to create business enterprise units that generate cashflow and supplement Government funding? I cannot answer that. This is an issue for every Board and Management team in every not for profit organsiation to begin to address - NOW.

To achieve this will require a different mindset and a different set of skills at both board level and management. This will be the age of the social entreprenuer. The high energy, visionary that sees community needs and understands that these needs cannot be fully met from Government funding alone. Instead of being trustees of community funding, Boards will become strategic planners for the future. Instead of being passive managers learning how to work within severe financial constraints, management teams of the future will push their Boards to plan ahead, they will demand their boards work with them to find the means to adequately fund people and service delivery. It will be a brave new world where many current and passionate community-minded people will struggle and a new breed of leadership will emerge, along with new operating models.

Many people involved currently with non-profit organisations will struggle with this concept and likely prefer to not read about it. Many will experience conflict between passion and mission and profit. Many will say it shouldn't be about making money and they are right. It isn't about making money per se; it is about making sufficient money to firstly attract and retain the best people for the future and secondly developing customised service delivery that actually meets the needs of the community. Do you truely believe this is being achieved to its fullest potential under the current funding models? Will you be a part of the future or will you be looking back with a sigh and asking, What If I had . . . ?

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO

The NFP CEO of the future

Over the next decade the majority of existing nfp CEO's will retire. You might shrug your shoulders and say, so what, the same happened in the past decade. Probably not. Even if it did, the next generation of CEO's will face a different environment to those currently in the hot seat.

The next generation of CEO's will be faced with generational change on an unprecedented scale, with labour shortages, rising costs, reduced government funding, greater accountability and greater scrutiny from Boards of Governance.

What does your organisation need to look for when recruiting its next CEO?

Any CEO works at three levels. The first level is the governance team. The second level is external stakeholder groups and the third level is with people working or volunteering in the organisation. This is not an order of preference or priority. Most CEO's would be working with all three levels simultaneously.

When working with the governance team a CEO provides two services, the first is to provide information on the emerging external and internal environment that enables the governance group to make informed decisions. The second service is to facilitate the strategic planning process. Increasingly governance groups are comprising experienced professionals, many with considerable strategic and management experience gained in the corporate world. Such people have greater expectations of the CEO;they do not believe they are there simply to rubber stamp operational decisions. They expect to be able to question the CEO as to intent and plans and progress. The CEO of the future will need to be able to demonstrate an ability to tap into the collective wisdom of the governance group while also understanding the needs of this group.

A large part of any CEO's role is liaising with external stakeholder groups. These can range from funding bodies to end users in the community. The CEO that isolates themselves from external stakeholders does so at their own peril and to the disadvantage of the organisation. External stakeholders provide access to broad collective wisdom. They provide an indicator of the emerging environment and its potential impacts.

The third group of people that a CEO is required to work with are those employees and volunteers in an organisation. Here the key skill of the CEO is the ability to listen, to explore, to understand how systems and processes act as barriers to progress, develop more effective processes and people and nurture a pathway between vision, mission, strategy and outcomes.

What should you look for in your next CEO? Firstly the ability to learn constantly from experience. A CEO who believes they know it all is a liability. CEO's do make mistakes. Many mistakes made by CEO's are errors of judgment, bought about by their inability to sense the emerging environment or their inability to develop open and transparent channels of communication. The ability to reflect upon past errors and point to the learning and development. An understanding that they as an individual can never know all the answers and have the ability to tap into the collective wisdom of all stakeholder groups.

Look for someone able to demonstrate their ability to recognise potential and to develop that potential. This is a sign of someone able to develop trusting and respectful relationships amongst employers and volunteers. This is essential for future succession planning. It will be essential for attracting and retaining high quality employees.

Nfp organisations are a business. Yes they are mission driven, yes they often have a unique set of values; yet only those with a focus on outcomes will remain around long enough to deliver on their mission and vision. A CEO must be able to demonstrate their ability to balance revenue and costs and where necessary increase one and/or reduce the other. A CEO must be able to demonstrate a record for achieving outcomes and results consistent with strategic direction.

The challenge when recruiting your next CEO is to find someone able to demonstrate their ability at all three levels. Should your CEO turn out to be deficient in one of these three areas then the success and potential of your organisation is at risk.

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO

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The truth is not always important!

A couple of years ago I publicly slam dunked a colleague in a manner that was cruel - even though the sequence of events as reported were factual. At the time another colleague said to me, the truth isn't important, you cannot treat others in this manner. At the time I apologised for the method used (email) but not for the words used. I still believe the truth is important yet I have learned there is more than one way to speak the truth.

A few weeks back the CEO of the colleague I attacked approached me and said 'you were right, this person has been nothing but problems'. Revenge isn't sweet, it isn't about being right and I write about the experience as both a means of reflection and a way of sharing the experience for the benefit of others.

We should all aspire to tell the truth; yet sometimes the price for doing so can be high. Look at the number of whistleblowers who have lost their job, despite being supposedly protected by legislation, simply for telling the truth. I recently read a report of someone being prosecuted for posting slanderous comments online on social media. Tempting as this may be for some people, it is a practice to be avoided. Stuff you place online can come back to bite you long after you thought it had disappeared.

As a management coach a part of my role is to guide others to 'see their own truth', regardless of what I believe, it not my perspective that is important it is what the client sees that is so. When I slam dunked my colleague some time ago I neglected my hard earned coaching skills and went on the attack. Despite being right in essence, the consequences to myself were significant. While it didn't cost me any loss of revenue, I certainly damaged my personal credibility and had to work very hard to regain it.

We need to think before we speak. We don't need to think about whether we should or shouldn't; we need to think about how we should, what means will be most effective while least damaging? Regrettably the world is full of liars and cheats and while none of us is perfect, when the time comes to stand up and tell the truth. Remember this, the truth is important.

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO

How new managers gain respect

I came across this blog post on another website recently and felt it worthwhile copying both the original question and my response here for everyone to read.

Im 27 years old and got a job as a PM in a highly prestigious organization. Unfortunately, I look a bit young even for my age and every body else I am working with is at least 20 years my senior. the look on their faces when i step in the room says it all " would you like a barbie to play with,little girl?" How do i not let this get to me?

This was my response:

Your age is not the issue, nor is the lack of respect from others your issue it is their issue. Can I suggest you focus on the things you can control. You have control over your demeanour, how you behave, how you present information and how much knowledge you have. These are the things that will gain you respect - in particular how you relate to, interact with and build relationships with people.

I would like to suggest you try to identify at least one, influential old timer you can build a relationship with, develop a way to work together where you share your combined knowledge and he/she becomes a mentor. Others will see this and understand you are not coming across as a 'know all'. That you are open to learning from the experiences of others.

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO

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Action Centred Leadership

John Adair, British-born expert on leadership is renowned for his work on leadership and on how to motivate people.

Adair developed the action-centred leadership model, essentially three overlapping circles representing the individual, the team and the task. Effective leaders focus on all three elements. The task needs work groups or organisations to come together in a collaborative manner as often one person alone cannot acheive the outcome. The team needs constant attention to who is in the team, differing skills and experiences, personalities. Adair believed in the 'united we stand, divided we fall' principle. The individual needs must be attended to, in addition to remuneration is physical comfort and safety, recognition, being engaged in the process and a social need to share with others. Adair's model suggests that for organisations to be effective leaders need to focus on all three circles without neglecting any single one of them. Key reading - Action Centred Leadership. 1984. McGraw Hill.

Do not be fooled by the simplistic nature of Adair's model. Leadership and management is not rocket science. Leadership becomes complex for some due to an inability to understand what is expected or required of them. There is no mystery about leadership. As a leader you need to have some knowledge and understanding of the people you work with, and other stakeholders. You need to be able to motivate them in a manner that will see them work together and helping each other. This is not 'command and control'. You need to have a clear vision of the task and the desired outcome and be able to involve others in that vision. Adair's model is applicable today as it was 25 years ago. Sure the contemporary organisation, in some instances, has moved towards a flatter structure however this doesnt reduce the need for leadership. The elements of success remain the same, develop the potential of your people, create a collective vision, manage time, tasks and processes and encourage people to work together collaboratively.

If you would like help to develop the leadership capacity in your organisation please call John Coxon on +61 03 55612228 or email john@johncoxon.com.au

Let The Journey Continue
John Coxon
Taking You From Frontline Manager To CEO

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Join us at nfp2010 a conference in Open Space to discuss generational change in our non profit organisations. Auckland (May 21-23) and Geelong, Victoria (August 11-13)

Living Out Our Expectations

For the past 80 or so years organisational managers have taken a reductionist approach to organising labour and achieving productivity. The theory being that if we understand what makes people tick, and we break down a task into its necessary component, then marry predictive behaviour with prescriptive tasks, work will done in the most efficient manner.

The benefit of hindsight and access to far greater amounts of information than ever before means that we now understand people are not machines, they do not perform in a preformatted manner and even when a task is broken down, there are often environmental factors that impact in an unpredictable way. This means we manage and work in a world of uncertainty.

Imagine arriving at work tomorrow. As you wander into work you ask someone where shall I begin? They respond, begin where you believe you will achieve the most impact. You ask who will I work with? The response is, we don't know, whoever else has an interest in the work. You ask how well will they work together? The response is, that is for the future. Finally you ask what are the work procedures? The response is, there are not any, they will evolve with time! Now you have to make some decisions. In this situation there are no correct answers. What is right is what is best for the circumstances, both known and emerging.

Would the work get done? Yes it would. Would you find the right people to work with? Yes you would. Would everything collapse and fall into a heap? Not likely. Why not? Human beings have the ability to self organise. They are able to think, they are creative and they are adaptive.

Brian Arthur in his book titled The Economy As an Evolving Complex System talks about how we make decisions based upon our expectations. This is a place somewhere between reality and fantasy land - where based upon our expectations we can convert something to reality or otherwise. For example, you arrive at work with a vision of being treated with dignity and respect. If you remain open to that vision you will behave in a manner that sees you treat others in this manner and results in you being treated as such. If on the other hand your expectation is that you will be treated indifferently then your behaviour as you walk through the door will likely be very different.

Management techniques of the past 80 years, along with an indifferent education system, have robbed people of their ability to think and causes them to duck for cover behind rules and procedures. We are scared of complexity as it requires us to adapt to an uncertain future. Yet as a species, as an individual you have the ability to work, to manage and to live in a complex environment and survive.

Today, there are millions of people in Haiti that are homeless, without water or food and without employment. Their environment, poor as it may appear, has been flattened in a devastating earthquake. Many have died and many more will die; yet many will be saved. As a community they will survive and they will rebuild. The people of Haiti have the very same abilities as you do; without the benefits. Don't tell me you need rules and regulations and procedures to enable you to work, to survive. What you need to do is develop your inherent ability to observe, to avoid harm, to adapt, to make a decision, to work with others, to the do the right thing and to achieve the best outcome.

As the Nike advt once said - Just Do It! (Please make a donation to help those in need in Haiti)

Let The Journey Continue
John Coxon

Taking You From Frontline Manager to CEO
Email: john@johncoxon.com.au
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