In today's marketplace and workplace, regardless of where you may be playing, we're all learning similar lessons. We need to beflexible,adaptable, willing,able, andagileto ensure a place out in front in an turbulent, ever-changing world. We're also learning that an essential skill goes with those qualities: Becoming a master of buildingCOMMUNITYwherever you land --- being remarkable at moving in and out and through communities in ways that are authentic, making meaningful connections with people and organizations that may be totally different than you are.
Recently, I've read a number of articles on "building community" and they all seem to make things seem quite complicated --- like it's hard to do.
In contrast...once in a while, someone comes along --- sometimes it is someone we don't expect to learn from --- who shows us, by their example, in just a minute or two, the basics of all we need to know.
This little guy in "penguin suit" did just that... 4 TIPS from an UNEXPECTED TEACHERWATCH!
Move with speed and agility to stay out front.
When you land in a new place, act like you belong.
Be friendly to everyone you meet.
Feel the love come back at you.
What would you add?
Debbe
Debbe Kennedy Contributing author Greater IBM Connection Blog
Have you seen INVICTUS? I went to see it a second time last week and felt compelled to write about my experience of it, primarily because too few have seen it. Unfortunately, it seemed to be overshadowed by the captivating AVATAR and other holiday escapes.
The film is an uplifting true story about Nelson Mandela's remarkable leadership. You get a front row seat to witness a leader as he invites a nation to EXPERIENCE the "end he has in mind" he holds for their rise to greatness. Morgan Freeman received a well-deserved nomination for a Golden Globe and also an Oscar for his portrayal of South African President Nelson Mandela --- a role, reportedly, Mandela himself chose for Mr. Freeman. It is moving and memorable.
It seems during a time when so much is messed up in both business and society, INVICTUS should be required watching for all leaders and aspiring leaders and anyone interested in creating a better world and society than we know today. Although, the movie chronicles a sports event, it is about something far bigger and richer --- it is about people struggling and questioning one another. Kicking and screaming at first, but coming around again. Coming together. Doing their part. Lifting themselves up and everyone and everything around them. Experiencing the miracle that comes when we UNITE in a kind of oneness that suits our humanity well. As I watched, I flashed on times in my life and work, when I felt this same rush. A few of those were flashbacks from my career at IBM when a team of us reached inside ourselves to do something far greater than we thought was possible.
Before watching the film, I wished I had known both the words of the poem by heart and the story behind it.
Out of the night that covers me, Black as the pit from pole to pole, I thank whatever gods may be For my unconquerable soul.
In the fell clutch of circumstance I have not winced nor cried aloud. Under the bludgeonings of chance My head is bloody, but unbowed.
Beyond this place of wrath and tears Looms but the Horror of the shade, And yet the menace of the years Finds and shall find me unafraid.
It matters not how strait the gate, How charged with punishments the scroll, I am the master of my fate: I am the captain of my soul.
This is the movie trailer that, frankly, doesn't do the film justice, but it will give you a glimpse out of context...
LEADERSHIP LESSONS TO SHARE I wrote down three lessons that were validated in this timely film...
1. SEE DIFFERENCES DIFFERENTLY. Master seeing DIFFERENCES differently so you can see through the eyes of those who are essential to CHANGE --- especially, if they are your "enemies." Understanding what matters to them and genuinely caring about it is important. It sets you free to authentically do your important work.
2. INVEST IN KNOWING YOUR PEOPLE. If you want people to follow you, teaching them to believe in themselves first makes it easier. To do this, invest in knowing and caring about who they are. Then demonstrate mutual trust and respect with every day-to-day opportunity afforded to you.
3. THE POWER OF "THE EXPERIENCE." Helping people experience "the end in mind" --- even for a short while --- makes it easier to take the leader's vision to the next level, step-by-step. It shows people they are in charge of their destiny.
"It always seems impossible until it is done." --- Nelson Mandela
I hope you see it and stop by to share what you saw in INVICTUS from your vantage point.
Photo Credit: One of seven paintings of special leadership influences that hang above my desk. They look over me as I work, always encouraging me to keep moving ever onward. Original oil painting by Sally K. Green.
Founder, President & CEO Global Dialogue Center and Leadership Solutions Companies BOOK: author, Putting Our Differences to Work The Fastest Way to Innovation, Leadership, and High Performance IBMer 1970 - 1991 L.A.; Anchorage; Seattle; San Francisco Twitter:@debbekennedy @onlinedialogues
If we traced the path of GREAT IDEAS in the finest of organizations, we would probably all be astounded at the rate at which NEW THINKING is unintentionally squelched, squashed, smashed, stifled, smothered, misunderstood, ridiculed or just ignored.
Ever had this experience? Ever felt like this woman looks?
This is what I wrote in an article a few years back. Around the same time, I was invited to speak at an ONLINE leadership forum with a focus on How to Get Buy-In for New Ideas. Over 550 leaders and innovators showed up to explore this topic, representing twenty countries. They came from major companies from every industry, as well as entrepreneurs, government, military, education, health care, and community organizations. I discovered the group was a cross section of CEOs and senior leaders, managers of every type, as well as educators, business owners, ministers, and consultants. Imagine all this diverse talent coming together, peer to peer, meeting on common ground, because they were brimming with NEW IDEAS to bring to their respective organizations. Following the online session, I conducted some follow-on dialogues. Three key themes were identified as BIG BARRIERS standing the the way of introducing the participants' NEW IDEAS:
Culture isn’t open to new ideas. Resistance to change. There is a lack of interest in change and innovation. Everyone sees the need; no one wants to take the risk. New approaches aren’t welcomed.
Gender, race, and age still play a role in acceptance of new ideas in our organization. If you think differently or ask too many questions, it leads to losing the respect of senior leaders.
Senior leaders/managers take ideas and present them as their own. The focus from our leaders is on execution of strategy; they’ve forgotten people are leading it for them. It would be great if they showed more interest in what people have to say.
This begs a question... What are the chances that you or other leaders in your organization might be leaving similar impressions about sharing NEW IDEAS? No one would purposely want to have members of their teams or constituents thinking this way. But perception is everything and this kind of breakdown in communication isn't uncommon. It erodes trust and impacts all organizations ability to put differences to work to generate new thinking, creativity, and INNOVATION. At this time in our history, we can't afford it. Too much is at stake.
A CONTINUING SAGA What is alarming is that this reality doesn't seem to change --- at least in the perception of many of those with the GREAT IDEAS. I remember these same barriers coming up now and then throughout my career too. Last week, I partnered up with futurist and filmmaker Joel Barker to teach a professional development class on this topic. It focused on examining resistance to change, providing detailed guidelines, examples, and a step-by-step process that demonstrates how to get ideas accepted. Interestingly, we again discovered a similar result in a poll we took. A new issue did surface --- 23% identified "information overload--breaking through the noise as a major barrier. However, a whopping 84% brought up issues similar to those noted above as standing in their way of introducing and seeding NEW IDEAS in their organizations.
Even before my time at IBM circa 1969, Thomas J. Watson, Jr., wrote in one of his well-known Management Briefings:"There's an old saying that when you talk --- you teach, when you listen --- you learn. There are a lot of ideas worth listening to in this company. Let's be sure we're paying attention --- we are never so rich in ideas that we can afford not to..." It should be noted that this quote was preceded by him sharing a personal leadership story where he hadn't listened to an employee's idea to solve a critical business problem. "...Because I was frustrated and tired, I gave [the employee] a short interview and a non-sympathetic rebuff. ...Later that evening, I began to worry about the area which he had pointed out, and by morning, I realized that at least constructive and appropriate attention to his idea was the minimum he should expect from me."Hmmm...Big leadership at work!
What about YOU?
For those of you who never have this kind of experience... What best practice can you share to help others who do?
I look forward to listening your points of view...
Founder, President & CEO Global Dialogue Center and Leadership Solutions Companies author, Putting Our Differences to Work The Fastest Way to Innovation, Leadership, and High Performance IBMer 1970 - 1991 L.A.; Anchorage; Seattle; San Francisco Twitter:@debbekennedy @onlinedialogues
I suppose one of the highlights of working for IBM for twenty years + was learning how important it was to THINK. From my first moments, THINKing was an important part of any task or assignment. The word THINK was on notebooks, signs, and painted on walls. Looking back, it seemed that it was a kind of tap-tap-tap indoctrination into the founder's passionate belief in the power of THINKing. Taken to heart, it was far from the misconception that IBM was a place for conformity. It inspired something bold and independent to come to life inside. Admittedly, I have been forever grateful for the many opportunities I was given to develop this powerful skill in a vast array of wonderful jobs, working with the best in people, and leaders that believed in me.
Over the years, I've collected wisdom here and there from IBM's founder, Thomas J. Watson, Sr. I have always admired his candid way of speaking, giving us a personal moment of truth with each bit of wisdom. Here are a few timeless favorites...
“Follow the path of the unsafe independent thinker. Expose your ideas to the danger of controversy. Speak your mind and fear less the label of 'crackpot'' than the stigma of conformity.”
"All the problems of the world could be settled easily if [we] were only willing to THINK. The trouble is that [we] very often resort to all sorts of devices in order not to think."
“If you want to achieve excellence, you can get there today. As of this second, quit doing less-than-excellent work.”
“Really big people are, above everything else, courteous, considerate and generous - not just to some people in some circumstances - but to everyone all the time.”
On my very first day working for IBM in my first career, there was a nameplate on my desk when I arrived. My name had been engraved on the front on a brass plaque. On the back there was quote. It has stayed with me and kept me striving to follow the unsafe path of the independent thinker.
"If all objections were considered, nothing would ever be tried."-- Unknown
Founder, President & CEO Global Dialogue Center and Leadership Solutions Companies author, Putting Our Differences to Work The Fastest Way to Innovation, Leadership, and High Performance IBMer 1970 - 1991 L.A.; Anchorage; Seattle; San Francisco Twitter: @debbekennedy @onlinedialogues
Catch the external webcast of NPUC 2009 (New Paradigms in Using Computers) from IBM’s Almaden Research Center, tomorrow, starting at 12 noon Eastern, on the GBS New Intelligence Video Studio
This web video series features examples of groundbreaking companies,
services and products that epitmize the age of smarter analytics,
pervasive computing and new intelligence that IBM's new Business Analytics & Optimization Services was created to advance.
This
medical home may sound like the "gatekeeper" model of the 1990s, a
managed-care creation that was all about holding down costs. But
advocates say the new concept is designed to help patients, not
insurers. It's more like doctoring 1950s-style, when a Marcus Welby
figure handled all the family's medical needs. This time it's juiced up
with digital technology.
It
also represents a politically painless way to streamline a disorganized
and wasteful system that chews up a crippling 18% of the U.S. gross
domestic product. That burden is felt particularly by private industry,
which covers 60% of the nation's insured. Since most businesses try to
ferret out waste and disorganization in their own operations, the
medical home is a concept they can embrace in good conscience.
One of the biggest advocates is IBM (IBM),
which shelled out $1.3 billion last year on health benefits for its
U.S. employees and retirees, equal to one month of the company's net
income. Dr. Paul H. Grundy, 57, who holds the unusual title of director
of health-care transformation for IBM, is a medical-home evangelist who
led the company to start the Patient-Centered Primary Care
Collaborative, a coalition of some 500 large employers, insurers,
consumer groups, and doctors. Part of his goal, he says, is to show
that "employers can drive the medical-home idea as buyers of care."
As IBM is building its new Business Analytics & Optimization consulting group, we wanted to highlight or showcase some examples of small companies, startups and organizations who are breaking exciting ground on this frontier: turning mobile phones in Africa into connected work tools (txteagle), building the open infrastructure for an "Internet of Things" that can help instrument the planet (Pachube, pronounced "Patch Bay") or starting to measure and count the billions of virtually invisible people in the developing world that have no official records (Mobile Metrix.)
We've developed a set of widgets on key Smarter Planet topics that you are welcome to add to your site, page, or blog, or share with your contacts and network. Simply copy and paste the embedding code that works for your site.
We've also made these widgets available as Facebook applications. Please feel free to put these to work and enable our community to function as a social media catalyst.
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