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At C-Level #16: Implementing Transformations and Measuring Success

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At C-Level #16: Implementing Transformations and Measuring Success

At C-Level #16: Implementing Transformations and Measuring Success


Mike Sayre is a highly experienced and successful software, e-commerce, and manufacturing services CEO, COO, CFO, and Board Director. He is also the president & COO of Metcalf & Associates, a trusted partner inspiring and enabling perpetual innovation, evolution, and growth in leaders and their businesses. Mike was featured in Maureen Metcalf’s May 2017 Innovative Leaders Driving Thriving Organizations interview on VoiceAmerica entitled “7 Characteristics of Leadership 2020 In Practice: A CEO Story.”

In At C-Level #10-18, I write about three of the most successful transformations I’ve had the opportunity to lead in my career so far, following a seven-step transformation model like the Metcalf & Associates Innovative Leadership Transformation Model below.


Implement and Measure

Preliminary planning is communicated to the organization and transformation initiatives are ready to kick off. Those initiatives have metrics and goals for success that will naturally drive improvement in your overarching transformation metric(s), showing progress toward the mission and vision for the overall organization.

So, now it is time to start executing and your team is ready to go.

But, what about you? As a leader, your visibility, support, and participation are key to the implementation of these initiatives and how your transformation progresses. Your absence would show a lack of resolve and support for the transformation that YOU kicked off! I hope you’ve done some planning for this as well.

The level of your involvement will vary depending the needs of your team and the organization. Your vision, mission and values should drive a lot of decision making at the functional level, so you should not be needed to micro-manage the process. Let your team work their magic, grow, and develop during the transformation.

However, your visible support is critical. Be present, generally aware of happenings at the functional level, and, most importantly, be the main reporter of the major challenges and overall progress to the organization’s stakeholders on a regular basis.

Here is how we implemented and measured progress and achievement throughout the three transformations I outlined in At C-Level #10:

  • Large Manufacturing Company. In our transformation to upgrade basic financial reporting controllers into true financial business partners in a large and growing company (our vision), we had two major initiatives:
    • implementing new automated accounting and financial reporting systems, and
    • creating a “controller-in-training” program to prepare up-and-coming and new controllers to be true financial business partners helping to grow the business.

To implement the new systems, we created a formal project team of current controllers serving as project managers and subject matter experts, accountants and clerical people with significant tenure in their jobs, and an internal auditor, using a well-known project management software. The make-up and experience in this team was key to the success of the initiative. The project re-energized team members who were ready to move on in their careers and were excited to contribute their company and functional expertise to making the implementation successful. They were among the most trusted professionals in the organization, maximizing the acceptance and the benefits of the new systems. The implementations were well managed, tracked, reported on, and successful, although they did take 30 to 40 percent longer to implement than originally expected. We opted for quality over speed – not an unusual tradeoff in these types of projects.

The controller-in-training program was modeled after comparable sales and operations training programs and consisted of potential controller candidates spending three months rotating through all the sales and operational departments in their facility, then spending three months in accounting and three months in activity-based costing and financial analysis roles. A team of senior financial people selected and hired the participants and I tracked their progress, but the facility people really made the training happen. About 25 percent of the participants landed their first controller jobs backfilling for turnover or being placed in the large new facilities the company was building at the time.

We were pretty good at implementing these projects and programs. However, I think we could’ve done better in terms of having more definition around what achievement of the vision would look like, as well as the metrics and goals that would validate our progress in transforming our controller group into “true financial business partners.” Our success on vision achievement would probably get mixed reviews depending on who you talked to in the organization.

In your own transformation journey, how will you measure ultimate success in achieving your mission and vision?

  • Mid-Size Electronics Manufacturing Services Company. In our transformation “to be the best in the world at what we do,” and improve the lives all our five stakeholder groups, we had three major initiatives:
    • implementing lean manufacturing,
    • putting electronics repair operations in Europe and Asia, and
    • developing and implementing a strategy to better leverage our engineering and manufacturing capabilities and earn higher margin work.

Having the right people in the right seats on the bus was key to our execution.

In a conversation with our quality manager about his wanting to leave the company, I discovered he was a Lean Manufacturing expert! He agreed to stay and took on the role of leading that initiative. We also hired an operations vice president with significant Lean experience. Their execution on the implementation, including ongoing measurement and reporting was incredible!

The executive team leveraged the work of our global sales manager in identifying the right acquisitions and partners for us to expand our operations in Europe and Asia.

We also implemented lean in our new facilities.

Not planned, but totally in line with our mission, our first Agile software development resulted in a company-wide repair tracking system across all our facilities and lauded by our global customers.

We hired a new sales vice president with an engineering background who had significant experience growing companies in the embedded computer industry, which leveraged our engineering talent and commanded the much higher margins we sought.

Everything we did had measurement and reporting systems, and our execution was great.

Did we achieve our vision? We decided early on that we would have to hear that directly from our stakeholders – the ones we named in our five-stakeholder mission statement.

Eventually, we did start hearing from them. You can read more about this in At C-Level #4.

Do you have the right people in the right seats on your bus? Is there any unknown or underutilized talent in your organization that could help lead your transformation?

  • Global Internet Payments Company. In our transformation journey to turn around the culture, improve the operational and financial performance of the company, and increase the company’s value, we had three major initiatives:
    • a company culture change driven by a stated mission and operating guidelines, and a change in leadership mindset, communications, and actions,
    • the implementation of Agile software development in our company – which requires the involvement of all major functional areas of the company – and
    • new strategy development and implementation in marketing and sales.

The culture change was all about leadership communications and “walking the talk.” See more about that execution in “At C-Level #15 – Transformation Communications.”

We measured culture change in the success of the Agile implementation. Agile requires so much cross-functional collaboration and communication that if the culture did not change, that implementation could not succeed.

We measured the success of the Agile implementation,

  • quantitatively, by the 40 percent increase in our software development productivity, and
  • qualitatively, by the increase in the usability and functionality of our product.

Our software was easier to use, looked more professional, helped our sales efforts, and benefited from the input of all the major functional groups in the company.

And, we measured marketing and sales success and the achievement of our mission to help sellers sell more by increases in customers and transaction volume.

But were we achieving our vision of increasing the value of the company for its owners? We were. The company realized a 300 percent increase in value through a major financial transaction within two years of the start of our transformation.

Do you have regular reporting and review cycles for all your initiatives and the achievement of your vision?

Key takeaways from these transformations

Discipline and focus are key, as is building repeatable processes that become a way of life.

Metrics and goals were either developed in planning or were built into the implementation processes of lean and Agile. Follow-up reporting, reviewing and analysis for progress and completion were part these processes as well. And where we did not use Agile or lean, we still had regular reporting and progress reviews.

There was so much going on in each transformation, I couldn’t manage it all…so I directed it and left the management to the functional experts and leaders on the team. I constantly and consistently pushed the vision and mission and lived our values to the best of my ability, trusting the team to give them life by making decisions that were similarly aligned. If they were not, we stopped, discussed them, and did the right thing. This is typical of Strategist or Level 5 leadership. See “At C-Level #9: Evolving Leadership for an Evolving World.”

To see more about the results of these transformations, please see my LinkedIn profile at www.linkedin.com/in/mikesayre.

In “At C-Level #17: Embedding Transformations,” we’ll look at what I’ve found to be the most challenging part of transformation work and the key takeaways that you may need to think about in your own organization’s transformative journey.

Thanks for following us! For more information or help, please visit us at www.Metcalf-Associates.com.

Top Skills to Lead For the Future!

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Top Skills to Lead For the Future!

Top Skills to Lead For the Future!

February 6, 2018/0 Comments/in  /by 

Be-highly-authentic-and-reflective-450x257.pngThis post is a companion to the interview with Mike Sayre, President and Chief Operating Officer of Metcalf & Associates on  VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on May 16, 2017: Seven Characteristics of Leadership 2020: A CEO Story. An abbreviated version of this post appeared in Columbus CEO on January 25, Preparing Aspiring Leaders for Key Roles. The following article is an article published in Forbes March 2017.

Technology, innovation, and geopolitical change are accelerating the need for U.S. companies to get (or stay) ahead of the competition. But for companies to fully evolve, attract the best people, and produce the best products and services, their leaders must evolve too. Leaders who don’t keep up will slowly be overtaken by those who continue to keep up with the changing tides.

Take technology, for example, and the evolution of flip phones to smartphones. While this evolution has been widely noticeable, many leaders don’t think of themselves as the “flip phones” of leadership.

Kate worked for a financial services company. The company occupied a competitive market space in a complex environment that was changing quickly. She began consulting as their CFO to address profitability and controls, and after a couple of months, she was asked to join the company as president.

Kate’s leadership skills and extensive business experience enabled the company to address some internal challenges as well as position it to be a much more valuable player in the industry. Specifically, she revised financial processes to ensure accurate payments, addressed organizational structure and moved people into roles where they would have a greater impact. Within three years of Kate joining the firm, the company was sold at a substantial increase in valuation.

In today’s quickly changing and complex environment, Kate exhibited the competencies leaders need both now and well into the future to succeed. In our book, Leadership 2050, Mike Morrow-Fox, Susan Cannon and I discuss the following qualities leaders should possess as the rates of technological and geopolitical change in our world increase exponentially more.

1. Be professionally humble. In the above example, Kate not only identified the company’s purpose and guiding principles but actually used them daily when communicating with people so they understood what she expected them to produce and how she expected them to behave. When everyone was aligned, they made the right decisions and took credit for the organization’s success.

2. Have an unwavering commitment to the right action. Everything Kate did was driven by the company mission and Kate’s personal values. On one occasion, she told a major customer they could no longer talk to her people because he continually berated them. As a leader, it’s important for your followers to understand the goal of difficult actions and their purpose.

3. Be a 360-degree thinker. It is imperative for leaders to understand their industry and trends driving future success. The changes Kate led the company through involved updating processes to position the organization as a bigger competitor in the industry. She needed to understand the company, the industry, and best practices from other industries. She invested in growing business units while defunding the commodity businesses.

4. Be intellectually versatile. Leaders who can draw from a broad range of knowledge are better equipped to anticipate and lead change. Kate was highly committed to the company she was transforming, yet she made time to continue to learn. She values her professional network and is highly involved with her family and the arts. These outside interests allow her to recharge and remain resilient, which is crucial when work becomes very demanding.

5. Be highly authentic and reflective. Leaders who continually seek feedback and model growth promote change-friendly cultures. Kate is authentic in that she not only lived her personal mission and values, but also sought feedback. Though she works long hours and delivers results, she also takes the time to think about how her actions will ripple through her business and how her partners, clients and competitors will respond and be impacted. It is this focus that sets leaders apart over time.

6. Be able to inspire followership. During this and other turnarounds, Kate’s attrition rate was minimal — even during layoffs. She was as transparent as possible in explaining the company’s challenges and the opportunities they were pursuing. She dealt with challenging issues head on in ways that aligned with her values. Her humility and commitment to the right action were also highly inspirational; her team knew she was working for the best interest of the organization and all its stakeholders — not her personal gain.

7. Be innately collaborative. Kate continually sought input from across the business, her board and her customers. Her goal was to create a highly successful organization, and she knew that she could only do it if she created an environment where everyone worked together. By hearing different points of views based on different roles, there is a better focus on solving problems and creating market-leading solutions.

It is imperative that leaders continue to develop their mindset as well as their skills and behaviors to stay ahead of the accelerating pace of change. Kate models the mindset and behaviors required to transform a company working in a highly complex, ever-changing and competitive space. These mindsets and behaviors are the foundation for leaders. By going through a structured leadership development process, leaders can build the skills necessary to create continual innovation in their organizations.

So don’t become the outdated “flip phone” of leadership. Invest in your development to help you evolve at the rate you and your company need to thrive.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills.

About the Author

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Preparing for “C-Level” Leadership

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Preparing for “C-Level” Leadership

This post is a companion to the interview with Mike Sayre, President and Chief Operating Officer of Metcalf & Associates on  VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on May 16, 2017: Seven Characteristics of Leadership 2020: A CEO Story. An abbreviated version of this post appeared in Columbus CEO on January 25, Preparing Aspiring Leaders for Key Roles. 

Transformation is in demand. Building leaders and organizations of the future is now a requirement! A key responsibility of all leaders is to train successors. It promotes business continuity and key employee engagement, and helps manage business risk. While many organizations understand the importance, many have not found suitable programs to address this important activity, especially at higher levels in the organization.

The Columbus CIO Forum recently initiated the creation of a program to train CIO successors across the Central Ohio Region. Business and community sponsors joined to ensure the training and development had sufficient direction and resources to succeed, and that it addresses the CIO succession opportunities and challenges facing the community as a whole. This initiative is not a one off, it is part of how Columbus identifies challenges and creates cross sector solutions. According to a Harvard Business School case study focusing on the Columbus Partnership in May of 2015, “Cooperation and collaboration is the Columbus way,”

This community approach to succession planning for a particular profession is a novel approach to building a cadre of well-prepared business and technology successors for the community and deepen the leadership talent pool available across all sectors. This development is imperative for our organizations to thrive and for our leaders to continue to be successful. It also illustrates progressive thinking towards economic development and sustainability in our region and is attractive to organizations evaluating relocation of headquarters and/or business units to Central Ohio.

This program is designed as a year long program with six leadership development classes, four round tables with key business leaders and two social events to support network building. The in-person program sessions held at the Ohio University campus in Dublin include a forward-leaning leadership development curriculum augmented with a robust online offering of assessments, text and video study materials, and interviews with global and local thought leaders and faculty to illustrate the effectiveness of these concepts in action. The academic level of rigor equates to an MBA leadership class.

The model for creating this succession planning program:

  1. Define what success looks like – define a high-level model of the knowledge, skills, abilities and mindsets required to succeed in top level leadership roles now and well into the future. The Strategist leadership model developed by Metcalf & Associates was selected for the program. The CIO community also identified key development areas that they see as a priority for the program to focus on.
  2. Create a leadership program that builds leadership skills based on proven frameworks – offer class room training and self-study modules to build knowledge, skills and abilities, and provide opportunities to practice and integrate those into ongoing work. The program is drawn from an MBA leadership development program and leverages the Innovative Leadership program and book series by Maureen Metcalf that has earned international recognition. Metcalf takes an active role in the International Leadership Association, allowing her to bring world-leading frameworks to local programs.
  3. Balance skill building with tools and activities to build self-awareness and integrate skills into practice – in addition to developing skills required for leadership, creative tools, exercises and reflection activities help each leader build the self-awareness and leadership presence required in senior level roles. Practice exercises are provided in both the in-person and online portions of the program, and immediately applicable in the work environment. The program also makes extensive use of polling software to give the session facilitators feedback about session effectiveness and areas for additional focus.
  4. Learn from thought leaders and experts – provide a library of resources that support aspiring executives in building skills and learning from the perspective of a broad range of leadership experts and thought leaders across multiple fields, ranging from senior executives and government officials to leading academics. The online modules offer participants the opportunity to customize their learning experience to help them develop in areas they find most valuable. The Metcalf interview library covers key topics ranging from implementing analytics programs to major organizational transformations to building resilience in global organizations.
  5. Learn from successful executives – create opportunities for the participants to engage with senior leaders, leadership experts and thought leaders through round tables and discussions after the round tables to help participants translate what others do into what they will do when they return to work. The panel discussions allow leaders to engage with local thought leaders from the local community in robust discussion.
  6. Build a strong network of support within the field – create opportunities for participants to engage with one another during the learning process as thought partners and accountability partners. Additionally, offer networking opportunities for this peer group of aspiring CIOs within the CIO community. A key element of this program is building the senior IT community in central Ohio. The networking component gives leaders an opportunity to build those networks in a manner that is curated to accelerate relationship development and community building.

During times of significant change, leaders and organizations that continue to thrive will be those that perpetually innovate and evolve both the organization and the leaders responsible for running the organization. This level of innovation and evolution requires leaders to continually train successors as part of the ongoing effort to ensure organizations are prepared for the ongoing challenges they face. This program offers a model within Central Ohio that recognizes the need for a strong leadership advancement program across the IT profession and provides a robust solution.

The CIO Forum identified the need for this group and initiated the program by identifying business partners and sponsors to successfully deliver it. Metcalf & Associates and Expedient are key partners in creating and delivering this program. Check the link to learn more about the IT Leaders program.

About the Author: Maureen Metcalf is founder, CEO, and board chair of Metcalf & Associates; and is an executive advisor, consultant, speaker and author.Transformation is in demand.png

BS in Business: Why Biological Blindspots Matter in Business

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BS in Business: Why Biological Blindspots Matter in Business

This blog is a companion to an interview with Rebecca Heiss on Voice America airing on November 28, 2017, What You Don’t See Can Hurt You focusing on implicit bias! This blog was written by Rebecca Heiss.

One of the most frequent questions I get asked is, “what do biological blind spots and bias have to do with business?” In other words, “why should I care if I’m subconsciously a bit biased like everyone else?”

The short answer is that without awareness of your blind spots, you could be undermining your performance as well as the performance of your colleagues. When people first think about implicit bias, most default to a discussion around skin color, but your biological blind spots go far beyond black and white (and all of the other skin variations we leave out of the discussion).

Your brain has a pre-programmed bias for race, gender, age, class, thinking style… you name it!  Whatever the bias, your brain has categorized it and made associations that “fit,” based upon an archaic formula that still primes you to crave fats and sugars despite the insane abundance in the modern environment.

Our stone-aged brain and the biases it subconsciously creates which drive our behaviors is, to put it mildly, out of touch.

The result is that your team suffers from these micro-level inter-company level competitions ultimately hurting your ability to compete where you want to – on the bigger market. The worst part is, your team (and you personally) won’t even recognize that you are doing it.

Aside from team efficacy, productivity and collaborative efforts, one of the biggest risks to business is homogeneity. While the ability to create a homogeneous product may be beneficial, a lack of diversity on the  team doing the creating can be hugely detrimental to the health and sustainability of a business.

I like to make an analogy to the stability of an environment based on biodiversity. If you as a company are established like Ireland in 1845 and only have a single crop, you’ve made yourself extraordinarily vulnerable to any blind spot, or disease, wiping you off the face of the map. To avoid mass starvation in your company, plant some other crops. New perspectives.

Obviously, diversity can produce an influx of new ideas and approaches to problems, but more interesting to me is that the mere presence of a diverse work team creates an air of discomfort. Our brains were programmed to be happy with our ingroups – people who looked, acted, behaved and were essentially carbon copies of us. When you put people together who don’t fit that mold, our brains get….well….nervous.


Low level discomfort like this actually promotes better problem solving as tensions are discussed openly. A recent study demonstrates that homogeneous groups, are more confident in their decisions, even though they are more often wrong in their conclusions, while a diverse group’s members will feel less confident despite being more accurate in their conclusions.

Confirmation bias and squelching of new ideas in homogeneous groups produces a false “feel-good we are all in this together” perspective that can render disastrous outcomes.


Just like working out the muscles in our body, having those uncomfortable discussions that hurt our brains a bit is the only way we grow and the only we can can start to uncover our own BS.

About the Author

Dr. Rebecca Heiss is an expert in human behavior and physiology and the founder/ CEO of a measurable stress reduction company, Instinctive Cognition. Working in the speaking and consulting industry Rebecca has developed a passion for helping others overcome blind spots to become their best biological selves. After earning a PhD with research designated as “transformative” by the National Science Foundation, Rebecca went on to hold multiple appointments in academia, applying her research to solve practical problems in overcoming what she refers to as “biological ghosts”—subconscious behaviors that haunt modern life. Described as a creative thought leader, she was honored to deliver a TEDx on a portion of her work and has built her career on helping others break through their evolutionary ethical “blind spots.” Having conquered the business of biology, Dr. Heiss has turned her focus to revolutionizing the biology of business.

10 Executive Leadership Insights from CEO: Dwight Smith

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10 Executive Leadership Insights from CEO: Dwight Smith

The 4 Key Insights of Holistic Frameworks – An Intelligence For Planetary Survival

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The 4 Key Insights of Holistic Frameworks – An Intelligence For Planetary Survival

This blog is a companion to the interview with Christopher and Sheila Cooke on VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on October 24, 2017, Navigating Through The Holistic Worldview Membrane to offer further insights into the deeper application of the science of Human Emergence. This post was written by Christopher Cooke.
The term, Human Emergence, defines a new understanding that explains how and why civilizations have shifted through 8 dominant paradigms over the past 120,000 years. Each shift can be shown to have been triggered by the inability of a given worldview to cope with increasingly complex problems. Such problems may be caused by nature, or more recently in the last 10,000 years mankind’s mismanagement of resources.

The most recent stage, the eighth stage, has become known as ‘a holistic worldview’. This worldview is an ‘intelligence for planetary survival’. It is minimalistic and seems set to ensure the recovery and regeneration of all life-forms on Earth. Compared to the conventional thinking of today this is a radical shift and whilst some individuals are increasingly able to think through problems from a holistic stance, the full utilization of this worldview is being resisted; it’s like pushing against a membrane.

One way in which this worldview is becoming visible is through the development and utilization of holistically-informed frameworks. Think of a holistic-framework as a basic structure that when applied stimulates holistically informed thinking. When such a stance is adopted it appears that decisions are made that can handle the ‘wicked problems’. This interview offered the Holistic Management Framework developed by Allan Savory as an example of a holistically-informed framework. This has been successfully applied since 1985, across contexts that range from national governance to agriculture. We also discussed how our work itself is supported by a holistically informed, Human Emergence Framework, that they have developed.

All holistically informed frameworks share the same 4 key insights. These are summarized as:

Key Insight 1: The Universe functions in wholes.
Key Insight 2: The primary principles and processes of Universe show through in all environments and life-forms, including the human body and mind.
Key Insight 3: There are biological and psychological life cycles.
Key Insight 4: Behavioral freedom varies according to stage of development.

For leadership and management today these 4 insights mean that:

1. Holism is a necessary awareness;
2. Decision making needs to consider the biological-psychological-cultural and social systems dynamics of the people and local habitat,
3. Timing is everything;
4. Solutions work when the appropriate level of thinking is applied.

One example is, using a diagnostic method from The Holistic Management Framework to help a farmer discover why a certain field had been overtaken by rushes in recent years. He had previously used the small paddock along a riverbank to graze a few sheep, and had tried a variety of different technologies to get rid of the rushes. He dug drainage ditches, cut the reeds with grass cutters, taken the animals away for long periods, and even applied herbicides.

Part way through the process that included his consideration of the health of his ecosystem, his previous decision making, the local cultural norms, and the typical technologies used in this locality, he had a big realization. He clapped his hand to his forehead and burst out laughing saying, “every technology I used naturally leads to rushes!” After further thought he said, “and you know, if you looked up on the Internet how to get rid of rushes, you would find a list of everything I tried!”

His final solution was to learn to use the animals as tools, to stimulate the growth of grass based upon a new awareness of the dynamic inter-relationship between the two species.

His discovery required the adoption of a holistic awareness; an understanding of the complex relationship between, climate, soil, plants, animals and humans; an awareness of the times of biological weakness of the grasses, rushes and animals; and the use of solutions that worked with natures flows, rather than using technologies that interfered.
Holistic thinking literally reframes everything we believe to be true!

If you wonder about your thinking and world view, we recommend you take the assessments created by 5Deep, click on shop and select Personal Emergence Bundle Assessments and Guides. This package is a great deal and Christopher and Sheila guide you through assessment use in their prior interview series with participants who took the assessments.

About the author
Christopher Cooke, (MSc. B.A. FellowRSA) is the founder and a lead consultant for 5 Deep. He is an international senior manager, consultant, coach, confidante, counsellor, therapist, trainer and qualified engineer, with over 28 years’ experience in pioneering and supporting personal and organizational change. He is focused on the release of latent human capacities to navigate gracefully through complexity, innovation and change. Christopher has become a leading figure in the practical demonstration of The Graves Technology, Spiral Dynamics, and Integral Theory since 1997. His commitment and focus has seen application in as many contexts as possible. To listen to other shows by Christopher and Sheila Cooke, check out their Voice America guest page for additional information.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills. You can download the first three chapters of the Innovative Leadership Workbook for Emerging Leaders and Managers for free.

Leveraging Multigenerational Leadership – Navigating the Graying Demographic in the Workplace and Marketplace

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This blog is a companion to the interview with Karen Sands on VoiceAmerica “Innovative Leaders Driving Thriving Organizations” on October 24, 2017 Navigating the Graying Demographic: Rock Your Age and Manage Inter-generationally. It was co-written by Karen Sands and Maureen Metcalf. It is the companion to the Voice America Interview with Karen Sands.

According to Steve Vernon in MoneyWatch June 2016, “The bottom line is that we’re living much longer than prior generations, but we can’t afford to keep adding years at the end of our lives when we’re fully retired and no longer working. Therefore, it only makes sense to work longer, but we’ll want to take steps to make these additional working years enjoyable and productive.”
Whether you are excited about the prospect of working until you are into your 80’s or 90’s or terrified, as leaders we all need to think about how the longevity economy will impact our workforce and our customers. As people live longer and work longer, their work habits and buying habits will change.

The intersection of people living and working longer, combined with the rapid acceleration of changes in how organizations conduct work, will lead us to a new Triple Bottom Line—people, planet, profits. s. But, only if organizations can overcome the immense challenges coming our way in the Longevity Economy- – representing an increase of the sum of economic activity of services and goods serving the 50+ demographic from $7.1 Trillion today to over $13.5 Trillion by 2032. Businesses that choose to leverage the largest pool of multigenerational skilled and knowledge workers to engage and capture the new ageless consumers as clients will beat the competition hands down. This big shift will foster creative processes to leverage the business acumen and skills of seasoned workers, along with the adaptability and tech finesse of younger workers will create a strategic advantage.

This more diverse workplace comes with great opportunities and significant challenges. Organizations will need to find ways to overcome the “generational gap” associated with the perception that older employees are “taking jobs” from younger employees and are not keeping current with technology, therefore less productive. Or from the mature employees point of view, the Millennials are “lazy” and don’t have work ethics of yesteryear. Here are some recommendations Karen suggests:

First, we need to communicate with each other about it. This seems obvious, but how often do the generations really talk about this situation with each other? It tends to get talked about through politicians and the media, rather than in collaborative, hands-on, deliberately multigenerational conversations.

These conversations are crucial not only to get our fears and perceptions out in the open, but also to clear up the misconceptions that can lead us all to make decisions based on incorrect information or assumptions.

Second, we need to explore alternative solutions together based on the probable future, not the past. Yes, social security was an effective solution to many problems that stemmed from the Great Depression, and it continues to be a necessary element in our economy, but pursuing ways to once again push millions of post-65/70 people out of the workforce is not going to work. Being 65/70 today is not even close to what it was in prior eras.

Third, we should look at generational partnerships, such as job sharing/mentorship arrangements that enable two people to be employed instead of one, enable training costs and salary to combine, stretching a company’s dollar and quickening the pace at which younger employees can gain the skills, knowledge, and some of the experience they need to be more valuable to that company and in the marketplace. These could work with a shifting percentage of time, starting with the mentor working 3/4 of the job, then gradually decreasing to 1/2, then 1/4, with an ultimate shift into mentoring another employee or into a consultant arrangement.

Fourth, we need to encourage people over 60 (in fact over 40) to remain employed by starting their own businesses as entrepreneurs or by creating new profit centers within their current companies and organizations. These could range from simple solopreneurs to larger operations that will both remove the competition for the same job between two generations, while it generates additional employment.

People, organizations, and governments need to focus on encouraging experienced professionals and executives, especially women, to start businesses with a strong focus on the Triple Bottom Line In this way, we can solve or at least ameliorate multiple societal problems simultaneously through the specific social missions of these companies as well as their effect on the job market, offering a way for all generations to make a living and a difference, and to secure their future and that of the world for generations to come. This means many leaders will need to expand their perspective about how jobs get accomplished and by whom.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills. You can download the first three chapters of the Innovative Leadership Workbook for Emerging Leaders and Managers for free.

About the Authors:
Karen Sands, MCC, BCC is a Visionary Game Changer and Leading GeroFuturist™ on the Longevity Economy, the Business of Aging, and Ageless Aging. An advocate for The New Story of Our Age, she is a “visionary with wrinkles” who empowers people to rock their AGE. High-impact Certified Master & Mentor Coach for visionary world shakers, conscious entrepreneurs, sacred activists and change makers 40+ who are ready to shape the world and their role in it. A Trusted Advisor and expert authority on careers post 40, midlife reinvention, Boomers and women 40+ in the new business of aging for go-getters who want to stay in sync with the people who keep them in business. #1 Amazon Best Selling Author, Firecracker Speaker and All-Around Trailblazing Game Changer.

Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Leaders Must Now Think Like Scientists

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Leaders Must Now Think Like Scientists

This post is a companion to the Voice America show, Innovative Leaders Driving Thriving Organizations. An important foundation of the radio show is curating material that allows busy leaders to stay current with minimal time investment and encourages you to experiment with new behaviors each week. It is these small experiments that will allow you as leaders to stay up to date in a world that is changing so quickly. If you have not listened to the show, we invite you to sign up for notifications and listen to the next one that you find interesting or look at the range of speakers and topics and find one you want to learn more about.

This article is a reprint of the Forbes.com article from September 2016. During the industrial revolution, leaders managed effectively using command and control and leveraging best practices to solve problems that were common across multiple industries.

Now, however, the most effective leaders work more like scientists. They scan best practices, but also create competitive advantage by creating new and innovative solutions in the face of chaos.

Take Bill, a recent client who runs a mortgage firm in the U.K. June’s vote to exit the EU has thrown the British economy into uncertainty. Rates are dropping and the forecast is uncertain. Bill doesn’t know which direction the market will go, how fast, and what actions will be most effective. He looked to thought leaders before the vote and learned that a true Brexit was unlikely. Well, it happened, and now he needs to move forward and make the best of the uncertainty. The change might even be good for him if he makes the right calls.

Many leaders, like Bill, are facing unprecedented challenges. In the past, they could look to best practices and study what others in their industry were doing. Now, in many situations, leaders need to respond immediately, but there is little time to study and no prior model with the same level of complexity that provides a low-risk solution. As leaders, we weren’t trained for this. We were trained to set a vision, build a plan, and work the plan.

With the advent of such changes, companies are responding with strategies like “cross-functional” teams, “early delivery,” and “continuous improvement.” Terms such as “fail fast” — which tell us we need to experiment and learn faster than our competition — have become popular. Learning fast differentiates us from our competitors who are still looking for the best practices. In reality, we are the ones creating the next round of best practices.

But many of us are still stuck between the old ways and new ways of leadership. We haven’t fully embraced what it means to be a leader today and now. First and foremost, we need to rethink our role. We need to change our mindset and behavior from directing to experimenting while realizing that as leaders in complex times, we are creating new solutions rather than drawing from the past. In many situations, history will determine what was right, but if we expect to know it before we take action, we will be paralyzed.

So, what do we do?

One of the most difficult challenges for leaders isn’t changing behavior (that’s the easy part) — it’s changing how we think of ourselves. It is easy to say, “I will act like a scientist,” but when someone comes in with a challenge and the leader has no idea how to proceed, this is a moment of truth. The leader without an answer will likely feel embarrassed and frustrated. The scientist, on the other hand, might actually be excited about the challenge.

As we begin to change our mindset, we begin to approach our leadership as a scientist. Here’s how to get started:

1. Get the best people together for specific opportunities. The members will be dictated by the challenge. It is critical to have people with differing points of view. The people who disagree are often the most important to help identify blind spots and unanticipated challenges. The size of the group and the duration of discussions and evaluation will depend on the time required to respond. The participants should be from multiple geographies, functional departments and organizations.
2. Formulate a hypothesis. The group pulls together all of the perspectives and crafts a clear hypothesis of how to proceed to generate the best overall outcome given the resources, goals and constraints.
3. Formulate experiments. Using the hypothesis as the foundation, it is time to craft experiments that test the hypothesis. Experiments should be designed to prove or disprove the initial hypothesis and give enough information to support taking informed action going forward. The goal is to position the organization to take timely action, minimize risk, and maximize positive impact and learning and scale intelligently based on learning.
4. Conduct the experiment. Once the experiment is crafted, it is time to execute. This usually looks like implementing a well-defined pilot with clearly articulated metrics designed to prove or disprove the initial hypothesis. This is also the opportunity to identify barriers to proper execution.
5. Evaluate, learn and refine. One of the keys to experimentation is to learn as much as possible from each experiment to build success. This is where you will harvest your learnings form the measures as well as barriers or challenges that arose.

I work with a client who formerly worked as a physicist for NASA and now runs an organization heavily impacted by technology change. The culture of his organization is one of experimentation because it is natural to him. When I walk into his office, I see remnants of physical experiments, like a part of a drone, and the tone of the entire organization is open and excited. The physical space is one of the worst I have seen, so it isn’t the architecture but rather the tone of the leader. The leader’s mindset permeates the culture and the organizational systems. People are rewarded for launching new programs and eliminating those that are less effective.

Moving toward this mindset of experimentation allows us to master transformation and build the capacity for ongoing “renovation” of our organization. If this ability to respond quickly becomes a core competency of the organization, because of the mindset of the leader and the resulting culture, organizations are positioned to thrive. For leaders who take on the mindset of the scientist, experimentation becomes fun, they drive interesting innovation, and they inspire others to do the same.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills. You can download the first three chapters of the Innovative Leadership Workbook for Emerging Leaders and Managers for free.

About the author Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

Four Common Types of Difficult Employees And How To Deal With Them By Maureen Metcalf

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Four Common Types of Difficult Employees And How To Deal With Them By Maureen Metcalf

This post is a companion to one or our top Voice America Interviews featuring Mike Morrow-Fox talking about bad bosses and the impact they have on organizations

One of the jobs of managers is to create an environment that promotes employee engagement and produces organizational results. Difficult employees adversely impact the team members who work with them. Managers need to find productive ways to address these difficulties or they risk negatively impacting the entire working team. According to a Gallup article published in December 2016, “Compared with disengaged teams, engaged teams show 24% to 59% less turnover, 10% higher customer ratings, 21% greater profitability, 17% higher productivity, 28% less shrinkage, 70% fewer safety incidents and 41% less absenteeism.” The research clearly suggests that managers who address these difficult employees will produce better organizational results than those who do not.

The following is a guest post written by Jackie Edwards, professional writer experienced in the HR side of finance and banking,. It’s the reality of being an employer that your team might not always be filled with employees who support your vision and work hard for you. At some point you’ll have to deal with a difficult personality in the workplace. As stated in the Journal of Business & Economics, difficult employees can become of the most challenging issues you face, according. Here are four common types of difficult employee that you’ll likely have to come across and tips on how to tackle them effectively.

Dark-Side Dan

This is the employee who’s always negative. When you bring up an exciting project, he’ll tell you why it won’t work. It can be frustrating to deal with someone who’s always raining on everyone’s parade while thinking his way is the only right one. But a good tip is to see him as offering constructive criticism. He might show you the worst-case scenarios of corporate decisions that could help you make the right choice.

But dealing with such a difficult personality can actually be quite straightforward. Hold a meeting with your team and give everyone a chance to talk about their skills and struggles, see what this difficult employee says and coax them for a reply. You want your team members to be vulnerable at times, as it makes for a supportive, cooperative team.

Power-Hungry Pam

This is the employee who wants your job. She’ll take on leadership roles, such as by trying to be seen as holding a position of power with her co-workers, or trying to derail your authority, such as by ignoring your instructions. The best way to deal with highly-ambitious employees is to give them lots of work to do so that they won’t have time to try to manage other workers. Therefore keeping the workplace peace intact.

Mr. Excuse

You asked your employee to have a task completed by the end of the day, but he had something important to do across town or he had to deal with a co-worker’s problem, or he was stuck with a faulty printer. He always has excuses for not doing work or not listening to your instructions. In a global survey of 10,000 adults, 42 per cent confessed to lying about how busy they were at work. Although you might be quick to label this worker lazy, there could be another reason for his annoying behavior. Perhaps they are disastisfied with work? The best thing to do is have an open conversation with him to try to understand where he’s coming from and how you can utilize his best qualities, while minimizing his future games.

The Toddler

The minute this employee doesn’t like something, she’ll lose her cool, make sarcastic comments, or get into fights with co-workers. She also doesn’t deal with constructive criticism, which makes dealing with her a nightmare. If she’s a talented worker you don’t want to lose, remind her that her great work will take her far, but she needs to tone down her defensiveness as managers need to be likeable in order to succeed. Having a real heart-to-heart with this employee will not only show her that you’re willing to support your team members, but it also highlights that you’re after her best interests, which will help her see the error of her ways.

Difficult employees are everywhere, and they might even be part of your team. The key is to know how to tackle them effectively so that you can make use of their skills and decrease workplace drama which negatively impacts everyone’s productivity.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills.

What Questions Help Identify High Quality Leaders For Your Organization? By Maureen Metcalf

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What Questions Help Identify High Quality Leaders For Your Organization? By Maureen Metcalf

This article was originally posted in Forbes in August 2016. It is the companion to the VoiceAmerica Interview with Richard Oliver on July 25 Executive Perspective: Building Vibrancy, Increasing Engagement, Improving Performance. In the interview Richard talks about his experience of dramatically increasing employee engagement at a 60 year old manufacturing company as their President.

As leaders, we are expected to be highly effective at identifying strong leadership, then rewarding it, retaining it, and developing it. Additionally, we are expected to remove bad leadership. Yet leadership is quite subjective. How do we know what “effective” leadership is?

In recent conversations, I realized that how we answer that simple question generates wildly different answers from my respected colleagues. For example, some might say effective leadership is generating strong financial results, while others might measure it based on personal recognition, promotion, social impact or building legacy. It is by asking the right questions that we can clarify what effective leadership is so as to reach the best outcome for our organizations.

I suggest starting with a list of questions from ecosynomics, a framework developed by Jim Ritchie-Dunham, an adjunct researcher at Harvard. Specifically, this framework poses four questions that organizations should consider in order to identify the greatest leadership potential and, consequently, to experience the greatest value from that leadership.

1. What Is Your Potential Leadership Capacity (How Much)?

Sustained value is one measure, but we can’t necessarily predict who will sustain value based on past performance. As we look across the organization’s ecosystem, performance is a starting point but not the final indicator because organizations, and people, run into unavoidable and unpredictable disruptions. As a result, such disruptions may reflect negatively on performance, but may not be an accurate reflection of sustained value of an individual.

Another measure is a set of behaviors or competencies that signal leadership potential. When we move from looking for results to looking for potential, we have moved out of our standard conversation. If we don’t talk about potential, we are missing an important variable when selecting leaders. As we consider potential, we need to also look for employees who are curious and continually learning in a changing environment. It is leaders who continue to “innovate how they lead” who will be able to consistently deliver over the long term.

2. Who Decides Our Leadership Potential?

Often leadership teams “rack and stack” their teams during an annual review process. These are often long and arduous processes. Many companies are revising the performance feedback process in favor of new approaches designed to provide ongoing feedback, but still need a mechanism to determine financial compensation beyond market value, promotion, performance improvement or exit.

The other side of this evaluation is the hiring process. Who is deciding your leadership potential? Is it the leader? The leader’s peers? A group of more senior leaders? Do they have the correct criteria and information to make decisions? What does it say about your leaders and to your leaders if they and their peers are not involved directly in the process in a meaningful way? An example is an organization that uses the vibrancy survey or similar tool within work groups to identify leadership impact on employees.

3. By What Criteria Do We Determine Value?

It is easy to measure the financial impact a leader delivers, but measuring results is more complicated. When we look at results and behaviors, we can look at tools like 360-degree feedback along with financials. These can seem like relatively straightforward equations but, again, who gives feedback and who administers the process to ensure it is impartial and that each variable in the equation is weighted properly?

Some companies have specific equations to measure the balance between results and behaviors. A “nine box,” for example, looks at a 3×3 matrix that places results on one axis and behaviors on the other. While I am a proponent of competencies that consider mindset in addition to behaviors, these are still relatively difficult to measure so behaviors may be our closest reliable approximation. If these measures determine and drive your leader’s performance, it might be worthwhile to be as rigorous in determining what to value (part of mindset) as much as how they performed against those values. As an example, leaders who value collaboration will consistently build collaboration into all of their actions vs. someone who collaborates to check a box because they were told this is important.

The difference is that if the idea of collaboration is built into my thoughts and actions, when it comes time to actually collaborate, others will be expecting it and trust my intentions. If I am making judgments on team members through checking a box, they may not trust me and may not be willing to collaborate fully. It is important to consider the question from multiple views: What does the leader, culture and organization value and reward?

4. How Do We Interact To Realize Our Greatest Leadership Potential?

Your organization’s culture sends a clear message as to how leadership is discovered and developed. Do your culture and organizational structure promote leaders working together on shared goals, or are they pitted against one another to maximize their own units?

How much time are leaders actually spending on mentoring, for example? If I came into an organization to evaluate performance against this question, I would spot-check mentor calendars to see if they are meeting regularly with their mentees and find out whether they discussing development goals and working toward employee success. I would be checking for tangible evidence that the organization has a structure that promotes matching high potentials with seasoned leaders and has a budget for regular interactions that could include books and lunches. When selecting leaders, we must define what our organization’s approach is to leadership culture and understand how this drives the results we want.

In summary, as the world changes at an ever-increasing rate, it is important to update our way of evaluating, structuring, measuring and rewarding leaders to ensure they are equipped to meet changes effectively. For organizations, it will be useful to evaluate your current criteria and determine if it will meet your needs going forward.

To become a more innovative leader, please consider our online leader development program. For additional tools, we recommend taking leadership assessments, using the Innovative Leadership Fieldbook and Innovative Leaders Guide to Transforming Organizations, and adding coaching to our online innovative leadership program. We also offer several workshops to help you build these skills.

About the author Maureen Metcalf, CEO and Founder of Metcalf & Associates, is a renowned executive advisor, author, speaker, and coach whose 30 years of business experience provides high-impact, practical solutions that support her clients’ leadership development and organizational transformations. Maureen is recognized as an innovative, principled thought leader who combines intellectual rigor and discipline with an ability to translate theory into practice. Her operational skills are coupled with a strategic ability to analyze, develop, and implement successful strategies for profitability, growth, and sustainability.

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