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In times of change, we seek stability and clarity.  The articles this month focus on embracing the state of change.  
      Envision

Your partner for growing leaders

October 2014, Vol 5, Iss 10
Awareness


We spend a lot of time trying to create stability and clarity while the world around us churns.  This month I write about the need for us to continuously revisit that stability and clarity.  Visions are intended to provide a team with purpose and direction.   However, visions must be altered as conditions change.  We must be aware when conditions do change. Being too comfortable in our decisions means that we are probably not making the best choices.  Being aware of the alternatives and ramifications helps us make consistently better choices.  

 Evolving Vision      --by Jonathan Shaver

Leadership best practices will always indicate that leaders must have clarity in their vision for the future.  A vision aligns the leadership team in the generally right direction, it helps set resource priorities; a good vision builds commitment for the hard work that is to come.  A vision helps garner resources, it helps bring peers on-board; a good vision enhances productivity.  That’s a lot to put on a vision.  In fact, no single vision can do all of that.  Leadership through the life of a project requires visions to evolve. 
 
Initially visions are communicated as steadfast and unchanging.  This is the only way to get people to move forward without hesitation.  But visions do need to change.  In the beginning a vision does not need to be (usually cannot be) terribly detailed.  During the strategy-phase—that is, the “How are we going to achieve this vision?”-phase, the vision starts to gain some specificity.   The leader and their team must be aware of the ripple effects of their strategy.  How does this effect other parts of the organization?  How do the pieces fit together?  Finally, in the execution phase, the details have to be completely in place.   During these transitions the vision may not just become more detailed, it may change in substance. 
 
In this simplified scenario, there are at least 3 seemingly different (and potentially 3 really different) visions.  The “change” in vision, whether really different or adding details, must be communicated relative to the previous vision.  You as the leader, and maybe your team, have seen this change coming all along.  For you it is a continuous evolution of the vision.  For others, the transition between versions of your vision is a highly disruptive evolution. Communicate that you are aware that the vision appears to have changed, but explain the relationship—what were the evolutionary forces that acted on the vision, what is different about this vision relative to the last one—what parts persisted, which parts were lost, what parts were modified, what was added? 
 
Whether you communicate it or not, at some point, your team will come to realize that the vision changed.   Some will see this as ambiguity or lack of decisiveness or being wishy-washy.  You must not allow this to happen and you must not let change become a barrier to moving forward.   As a leader take the time to teach about how you are leading with the vision.  Let others into your world to see how you must simultaneously hold strong to a vision, but that as a leader you are always testing that vision in response to environmental changes. You must react to the forces of upper management, to the pressure of peers, align to the larger vision or deal with catastrophes. Some of these are unpredictable. 
 
The most predictable transitions to your vision will occur when moving your vision through the stages of strategy and execution.  However, bringing a vision through these  transitions is not pretty; it is not always fast; it’s not linear; and sometimes one part of the organization are at different stages of evolution.  Unexpected changes can happen to various parts of your vision at these significant transition times. 
 
Not everyone accepts it, but evolution happens.   As a leader it is your job to help others accept this fact, explain the forces that affect the outcomes and guide it as much as possible. 

 Achieving a State of Consideration
--by Jonathan Shaver

“If you are not confused, you are not paying attention.” Tom Peters, author of In Search of Excellence was admonishing listeners in a recent interview to educate ourselves on the alternatives and to test our assumptions.  It’s not good to be so adamantly certain about our viewpoint.  
 
This conversation reminds me of many conversations I have with individuals who are concerned about being in this state of confusion.  
  • “How much of my old role should I delegate as I take on new responsibilities?”
  • “I’m worried that I am not being strict enough with my kids.”
  •  “Am I spending enough time/too much time doing long term planning?”
  • “I feel like I need to be in these meetings, but I spend so much time in these meetings.”
  • “I am not sure which political party I want to follow.”
  • “What does my spouse mean when he says that?”
  • “Should we invest more in this research project or pull back."
  • “What contribution can I make to my work, to the world?”
 
First, let’s start by giving ourselves a break.  Being confused or struggling with an issue means that at least we are aware that it is an issue.   And awareness is a good place to be.  Being totally unaware of the potential issue means that we are probably working blind.   Assuming that its not an issue means we are probably working blind.   Working blind means we are probably making all kinds of errors because we are totally unaware of any alternative perspectives except the one in our head.   While one situation is unconscious and the other a conscious choice, the result is the same. 
 
A mistake or negative feedback is too often how we learn about our blind spots.  Actively pursing blind spots through reading, networking with peers, friends, a mentor, a coach, spending time thinking are more productive ways to uncover the blind spots. 
 
When we get to a state of confusion—“Do I turn left or right—maybe straight or stay right here?”  then we are going through the good space.  This state of confusion is an indicator that we are considering the alternatives.  Yes, I am saying to deliberately put ourselves into a state of confusion.  Do we want to go through life having never considered the alternatives? 
 
The goal of struggling with issues is not to achieve clarity—too much clarity makes us blind. Struggling with the issues is how we learn.  I call continuous struggle a “considered state”.   In a considered state we maintain a constant awareness of the alternatives, of the impacts of our decisions, but we have enough clarity to move forward.
 
Consideration is not an excuse for not acting.  What bothers most people about moving into a state of confusion is the fear that it slows or stops us from taking action. For some people and for some topics moving out of confusion is difficult.  This should not stop us from broadening our perspective.  To take action we do not need to move from a state confusion to a state of clarity, we need only move from a state of confusion to a state of consideration. 


Source: Unknown.  Share with your peers and consider your state of change.  
 
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