Entertainment.  It’s all around us.  The late night talk show wars between Jay, Conan, and Dave.  The new TV season is starting with American Idol and 24, and SuperBowl Weekend is just on the perceivable horizon.  I don’t know about you, but we live in exciting times!

Really?  Really?  What have we become?  Does Hollywood really dominate our attention so much as to dull our senses about what is going on in the world around us?  Have we become so numb to our world that we let “The Tonight Show” shenanigans take precedence over what happened in Haiti these past weeks?  Or to take precedence over what’s going on in our own homes with our spouse and children?

We are deluged daily, not only with entertainment, world news of disasters, war, and economic turmoil, but we are “attacked” with e-mails (let’s start a contest to see who gets more than 500 e-mails a day!), and overwhelmed with requests for our time to attend meetings and teleconferences.  Where do we draw the line?  When do we start to get control over our lives and our time?  How do we start to manage our commitments and keep a focus on the important relationships in our lives to make a statement about what is important to us?  How do we dig out of everything that gets piled on top of us so that we can breathe fresh air and regain a sense of balance that will both sustain us and energize our efforts to lead more productive and fulfilling lives?  Is this all too much to ask?  Is it pure fantasy that we can actually achieve this?A little over 25 years ago, I had the fortunate opportunity to participate in a program that truly changed my life and that provided me with the foundational tools and experiences to launch a career in OD.  The program was called the HRD Intern program, and it was conducted by the brilliant staff of consultants at University Associates (UA).  The program was expertly designed and elegantly facilitated so that upon completion, I (and other participants) left with a much clearer sense of “self” and “purpose” that would enable us to more effectively operate as a catalyst for positive change in organizations.

Oh, getting my Masters degree in Counseling was a great foundation, too.  But the UA Intern program was not about “book” learning where theories and concepts were king.  The Intern program was about getting centered on who I was as a person.  It was about getting clear on my values….on what was important in my life, and on what I needed to do to be “on purpose” in all of my interactions with clients, colleagues, family, and friends.  It was about having access to, and learning from some of the great thought leaders in the field of OD including John Jones, Phyliss Cooke, Will Schutz, Warner Burke, Len Goodstein, Paul Hersey, and Bill Pfeiffer.

The Intern program was designed to enable an experience of personal growth, as each of us learned to struggle with our own idiosyncrasies, our own interpersonal needs and issues, our own values and beliefs, and our own weirdness.  But it also enabled us to integrate our very personal learning with our professional development.  We learned that if we are to be instruments of positive change in organizations that we must first learn to change ourselves and thus become more positive role models to those we are encouraging to change.

So what did I learn?  It’s difficult to capture in words, because so much of the learning took place on an experiential level.  And experiential learning is, by very nature, transformational as it causes learning to occur on not just a cognitive level, but on a physical and emotional level as well.  But if I were to capture a few key points about what I learned to be more “centered” and “on purpose”:

• I am “on purpose” when my thoughts, intentions, words, and actions are focused on jointly optimizing my client organization’s needs and objectives with those of the employees working there.  In other words, I use myself as an “instrument” or “catalyst” for positive change by applying my knowledge of people and organizations to design and implement new systems, processes, structures, and roles to help companies become more profitable and to help employees feel more fully engaged.

• Through various structured activities, personal growth group experiences, and intensive self-examination and assessment, I learned how to become more “centered” and “comfortable in my own skin”.  I learned more about who I was (values, beliefs, strengths, weaknesses, needs, drives, etc.) so that I could become a more effective human being in interpersonal and group situations where people look to me to offer helpful insights, counsel, and advice on how to improve leadership and organizational effectiveness.

Looking back on that period, I realize that it was my experience in the HRD Intern program, and my fortunate opportunity to work as an employee at UA for nearly four years, that caused me to shift my career focus from becoming a Counselor to a Consultant in OD.

If you are an OD professional, what foundational experiences led you to choose OD as your career of choice?  What are you doing, or what have you done, to develop yourself for a career in OD? For all professionals, how do you stay “centered” and “on purpose” amidst the onslaught of information overload and the demands of competing priorities?

As for me, I try to attend at least one major conference a year (Linkage and/or OD Network) to “recharge my batteries” and expose myself to new thinking.  And I try to do at least one “retreat” a year where I commune with nature and some good friends or family in the peaceful surroundings of the Sierra Nevada, but I confess that these things get harder to do amidst all of my other commitments.

So, back to my opening comments on entertainment…… I confess to be an addict to “24” and “American Idol”, and I have them set to “record” on my DVR.  (We all need our “guilty pleasures”.)  And I wish that I could apply some sweat and muscle to rebuilding Haiti, but since I can’t I will donate money so that others can.  But I do hit the “delete” button on more and more e-mails, and I am continually striving to keep my priorities clear and in focus.  (I need to make more time for my hobbies of playing guitar and photography for sure).  But I am curious to hear what you do to make (and keep) yourself the best “instrument of change” that you can in whatever you do.

Click here for larger video, a full transcript, discussions, and extra information. This link will be provided again at the end of this entry.

Have you ever considered the possibility that the language we use in organizations can have a direct impact on the experience of an individual worker or larger group? How many times have you seen individuals or work groups that seem to exude a culture that undermines either their own stated goals or those of the organization as a whole? In what ways do they speak of themselves, their co-workers, and the work itself, and how has this correlated with their success?

Alternatively, have you seen individuals or groups within organizations that seem to “get it?” How do they speak about themselves and others, and what culture tends to form around them and spread to other parts of a larger organization?

Tribal Leadership, written by Dave Logan, John King, and Halee Fischer-Wright, provides a framework from which to understand the various “tribes” in an organization and the cultural stages in which they reside. One of their goals is to educate leaders on how to take a tribe (or set of tribes, if in a larger organization) from one cultural stage to the next, until they align around core values and a noble cause. This is achieved both through providing specific coaching tips and through addressing how a leader and an employee can speak about themselves and others.

In the video above, Dave Logan discusses the various cultural stages. Does the following expression sound familiar? “I’m great… and you’re not” Well, in Dave’s “cultural stage” model that’s a classic “stage 3” cultural expression that often leads to people attempting to outperform one another. And while healthy, good-natured competition in organizations is generally a good thing, unhealthy competition can breed negative consequences.

The authors provide concrete steps to lead groups from stage 3 to stage 4 behaviors that focus on more positive, healthy work relationships, and emphasize a project focus that is bigger than one person can do alone. Substituting “we” language instead of “I” language can have enormous impact. It allows a stage 3 individual to focus on the success of the team. The authors write that “The essence of tribal leadership is building the “we,” and as a person does this, his [or her] influence, respect, and power increase[s].” They also emphasize that a tribal leader’s goal is to find those core values and noble causes that unite the tribe. How many of you have attempted to do this in your own workplace or as a consultant, or witnessed it being done?

If you’re an outside consultant using Appreciative Inquiry or other models that utilize the consultant-as-partner perspective rather than the consultant-as-expert, then you’re already working within a stage 4 culture framework.

Stage 4 can produce extraordinary results. Take a look at the success of Zappos.com! Is it coincidence that they’ve chosen to give away the audio version of Tribal Leadership for free?  Zappos is an organization that has the potential to reach stage 5, and perhaps they have done just that. Stage 5 is exceedingly rare. The authors of Tribal Leadership believe stage 5 is “the future of business,” however it happens in limited bursts in the corporate setting. Its expression is “life is great,” and the people tend to form boundless networks of those who share their dream.

Stage 5 culture provides a level of performance that can make history. Have you seen this up close? It’s characterized by the unlocking of boundless potential and committing to something larger than the group would imagine is possible. We’ve seen it with Olympic teams and the authors’ research has uncovered it at times within business organizations. But they are committed to stabilizing business organizations at level 5!

For a moment let’s think beyond the level of any one organization. Given that we, as human beings, must take decisive collective action toward such complex matters as reducing global climate change and the stabilization of our global economic recovery, can we afford to wait for fleeting moments of stage 5 culture or shall we work toward it now? Recently CNN highlighted individuals who were called “Heroes” for their unwavering commitment to making a difference on this level. They think from Stage 5.

Many of you work with or work inside of large organizations. What are your experiences, both positive and negative, of the culture of your “tribe” or your organization, and what can you see as possible?

Link to video of Dave Logan explaining Tribal Leadership

]]> http://www.plusdelta.net/2009/12/dave-logan-gives-ted-talk-on-tribal-leadership/feed/ 7 http://www.plusdelta.net/2009/11/unconference-interview-with-juliette-powell-09-part-ii/ http://www.plusdelta.net/2009/11/unconference-interview-with-juliette-powell-09-part-ii/#comments Wed, 04 Nov 2009 04:04:34 +0000 Michael Liskin http://www.plusdelta.net/?p=1165 As promised in part I of my Interview with Juliette Powell, in the video below Juliette discusses the future of conferences. If there was any misconception about the nature of the “unconference” versus the “conference” arising from her keynote address, or about the future of how people will interact in such settings, this video will bring clarity to that and might inspire you to go to an unconference in your city this year. I also asked Juliette to discuss more about the Leadership Engine and how that was created. We are looking forward to our next collaboration with Juliette!

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I recently conducted a two-part interview with Juliette Powell (author of 33 Million People in the Room) at the OD Network Conference in Seattle, just after she delivered the final keynote speech, titled “The Technology of Relationships: Social Networking and the Future of Human Communities.” This first interview gives you a behind-the-scenes look into Juliette’s take on the field of OD after delivering the keynote and meeting with OD practitioners for several days. You’ll especially want to watch if you were at the keynote or you plan to watch it on YouTube when it gets posted by the OD Network. I highly recommend you watch that keynote address when posted; her points are crucial for OD practitioners to remain relevant in the shifting organizational and media landscape.

You won’t want to miss our upcoming blog post featuring the second interview. There she clears up the misconception from the keynote address around her provocative comment regarding the demise of traditional conferences. She also further elaborates on her upcoming Leadership Engine project – an exciting new development for OD.

Here is a quick glimpse of that comment regarding the future of conferences during the keynote address

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For those interested in the future of organizations with respect to the social-technological systems that enable people to be effective in the organization, and for those interested in the future of how conferences may be organized, be sure to visit this blog for our second interview with Juliette.

I was fortunate enough to spend some time with Juliette during the conference. She is a fascinating individual who is passionate about her work and is clearly making a significant contribution to the world. Our private discussions about our own personal transparency on the web may ironically become increasingly public, in that we may continue these discussions on various social networks and in public online spaces, as they may be of interest to others (she has already challenged me to change my personal Twitter handle from @rhetor to my full name). Perhaps it is not ironic after all, but rather a small example of the greater discussion around authenticity and community that Juliette challenges us to wrestle with as we strive to be effective and happy in our organizational and personal lives. I see the lines blurring between those we used to call “public figures” and “everyone else,” and maybe that can produce extraordinary results. If you have a strong opinion on this please be sure to comment on this post. Can it be taken too far? For an extreme example of such behavior, see We Live In Public.

During her keynote Juliette tells us that those companies who are at the center of their industries are ones that gather the most information, hence achieve the best results. One of the keys to arriving at the center of one’s industry is having the most connected employees, both online and offline. I would tell those companies who currently block social networking sites at their offices to promptly purchase Juliette’s book and reconsider their policies!