How do you introduce a totally new concept to a skeptical market?

Posted on June 17, 2013 by John

Explore some of the idiosyncrasies of changing not only organizational culture but market perception with John Abele, Co-Founder Boston Scientific – a medical device company that helped pave the way for less invasive medicine.

Today’s Kingbridge Insight from Owner, John Abele:

“When introducing a new idea to a skeptical group, market or society, it is important to start small and build a band of disciples. They must be believers who are knowledgeable, eloquent, passionate and resourceful. They won’t be present leaders. They will be future leaders. The establishment is inherently resistant to change. They need to be won over by demonstration and understatement, not hyperbole. The successful future leaders will be courageous and patient.” ~ John Abele

When did failure become such a bad word?

Posted on May 27, 2013 by Lisa

One of life’s most rudimentary lessons, ingrained in us from birth, is that we learn from our mistakes. Why then as adults in the business world are we conditioned to look at even the smallest failure as grounds for rebuke?

Professor James Patell at Stanford Graduate School of Business has dedicated himself to challenging this mindset through a groundbreaking graduate course called Design for Extreme Affordability. The course challenges the students to design low-cost products that can solve tough problems in the developing world. Forty students from across Stanford’s schools – engineering, medical, business and others – pair up with global partners who have concrete projects to tackle. The goal is to deliver nuts and bolts solutions, a way to implement them, and the means to sustain them over the long haul. Over the last 10 years his students have been wildly successful at innovating some life changing products, and the key to success – encouraging failure!

Patell teaches his students the art of rapid prototyping, where the idea is to develp often and fail often thus allowing them to learn from all of the the large and small errors that occur at each stage to produce an end product that not only works but has been tested throughout its development. Patell believes that many failures are a means to a great solution. And the evidence suggests he is correct. Some of the most notable innovations to come out of his students work include low cost d.light solar lanterns for villages without electricity, a childhood pneumonia treatment device (AdaptAir) that provides a custom fit for babies of all sizes to receive oxygen and the widely publicized Embrace blanket for premature infants.

So the “Kingbridge Insight” for today is a recommendation for a shift in mindset among business leaders. Rather than measuring success as an absence of failure perhaps resilience and the ability to recognize failure as an opportunity to improve should be the true measure of business excellence.

The “Special Sauce” for Learning

Posted on May 9, 2013 by Lisa

Over the last few decades I have spent my career working in corporate training centres and conference/resort environments where leaders come together to engage in continued education. What I have found during this time is that the majority of educational delivery methods most organizations use haven’t changed that much. It seems like content is primarily pushed out to an audience in minimally engaging ways.

Some of the most motivating and transformative learning experiences that many meeting attendees continue to describe to me are the ones where a conversational curator posed questions to a group. They then moderated the discussion so that peer-to-peer learning and problem solving could occur. This gave the team opportunities to learn how to value each others contributions, be appreciative of differing perspectives and gave them a chance to learn how to build community values.

If this collaborative learning approach can provide better end results relevant to leadership development and/or how we engage in change initiatives, then what would it take for more organizations and schools to integrate this way of learning into their systems?

At College Preparatory School in Oakland, California collaborative learning is one of the most important ways their students learn and grow. It is one of the top private high schools in the US that has a great model for learning worth checking out. Their practices are both replicable and affordable. From their perspective, individual work is a great way for mastering content but what the group work does is empower and enable student’s to cultivate resilience. It allows students to see their neighbours as a resource. It teaches them ways to test their theories within a group and it shows them how to determine if they are on the right or wrong path when solving a problem. The collaborative learning method gives them valuable life skills that will help them develop habits key for being great community contributors and leaders.

Our Kingbridge Insight for this week comes in the form of a question: If we have recognized the need to educate future leaders the importance of collaborative communication and problem solving why is there such resistance to adopting collaborative methods when educating current leaders?

Getting Ahead by Giving

Posted on April 25, 2013 by Lisa

I am enjoying reading the book, Give and Take by Adam Grant. He is taking on the “greed is good” mentality of some CEOs and business executives, hoping to shape the leaders of tomorrow by teaching them it’s possible to give and still get ahead.

Adam Grant, is one of the youngest and most popular Professors at the University of Pennsylvania Wharton’s School of Business. He is challenging the traditional alpha style of business and is examining the surprising forces that shape why some people rise to the top of the success ladder while others sink to the bottom. In professional interactions, it turns out that most people operate either as takers, matchers or givers. Takers strive to get as much as possible from others while matchers aim to trade evenly. Givers are the rare breed of people who contribute to others without expecting anything in return. Students at the University are flocking to his classes intrigued to learn more.

As he challenges the cultural wisdom that only the strong and self interested survive, his research shows that even though there are many takers at the top of organizations it is the givers that stay on top longer. This is primarily due to them putting the team’s interest ahead of their own. When this is done the teams will reward the leader by greater status and promotions. In today’s world where there is so much complexity and need for teams to work together across the globe it becomes even more important for leaders to learn new skills, behaviours and techniques that will help them take on the role of givers who are comfortable designing successful collaborative exchanges.

Here is a short video from the Today Show where they interview Adam Grant,

Visit NBCNews.com for breaking news, world news, and news about the economy

This week’s “Kingbridge Knowledge Gift”, comes from our Collaboration Institute Strategic Partner, Charles Holmes who has a great technique that can be used to create bridges between individuals when the team has strong differing perspectives.

(Exercise) – Take a flipchart page, fold it in half and then draw a picture on one side that represents your perspective of what is occurring with the issue or within the organization. Then on the other half of the page, draw your desired state of how you envision things looking. Then share the images with others and they share verbally what they see in what you have drawn. After sharing with a few people, ask those who want to share “What did you learn, from what others shared about what they saw in your drawing?”

Roots of Aliveness, Leadership as a Living Process

Posted on April 11, 2013 by Lisa

It has often been said that our span of awareness is a mile wide and an inch deep. The quality of our inner life is frequently overlooked in our efforts to cope with the daily demands and expectations of our outer life. One enabling metaphor that helps us look at this is the ecology of a tree. The outer life is symbolized by the leaves and branches – they correspond to life of reactivity and busyness- of action plans, performance goals, desired outcomes and results. Sometimes we direct our attention down a little, to the trunk and lower limbs. Here we look at structures, strategies and processes. Where we spend the least of our time is the ground underneath. Yet it is the roots and the soil that give the tree resilience and the strength to grow and weather sudden changes year after year.

Our “Kingbridge Knowledge Gift” for this week comes from, one of our strategic partners within our Collaboration Institute, Michael Jones:

The shift from focusing on the trunk and the branches to the ground beneath corresponds to a shift of awareness from a factory/ production to a more adaptive/ artful mindset. Giving our attention to the ground of being beneath an organization, a community- or a tree involves an artful process of creating form out of the ambiguous circumstances and variable conditions we find ourselves in. This includes the very precise and complex interaction among many subtle variables including energy and space as well as tone, atmosphere, rhythm and time. The language shifts from action and meaning to story, to metaphor, to felt experience and the underlying stillness that holds it all. Read More on The Roots of Aliveness

Artists in the Boardroom

Posted on April 4, 2013 by Lisa

A recent article in Fast Company magazine posed the question: Is an MFA the new MBA? Author of the article Steve Tepper points to the need for creativity in the next generation of business leaders, making the point that those trained in the role of artist (such as a graduate of fine arts) as being ideally suited for the new economic climate fraught with volatility, uncertainty, complexity and ambiguity. On the one hand Tepper challenges us to literally bring an artist into the boardroom or the business planning process to see one’s organization through fresh eyes. He also offers several excellent points outlining how business leaders could strive to tap into the talent nurtured in the creative arts, those traits and skills that may be hiding in plain sight within their workforce.

Our “Kingbridge Knowledge Gift” for this week comes from Tim Dixon, one of our strategic partners within our Collaboration Institute and our Meeting Experience Architect, working with our clients to design and deliver Kingbridge Organizational Programs:

In reading this article, I was reminded of those times when I have facilitated strategic conversations about “charting a new business direction” or “engaging our employees during a significant organizational change” – when words simply weren’t enough to convey meaning. The shared understanding of the participants’ “cultural climate” was greatly enhanced during those types of leadership forum events when we were literally able to “ask an artist” what they were hearing. The use of a graphic scribe allowed us to capture the essence of the dialogue so that the organizational landscape the artist was able to record provided a visual anchor for those leaders to engage their own teams when subsequently telling the story of their new direction and initiatives. Below is an example of such a graphic representation of organizational complexity in uncertain times, which emerged during a multi-media simulation based on the metaphor “cross the desert of change”.

Another gem that can come from an arts-based orientation is a concept I picked up many years ago from a mentor and longtime thespian – Dr. Possibilities, who taught me the importance in an organizational setting for being a ‘SpectActor’. Howard Jerome – aka Dr. Possibilities and founder of the Canadian Improv Games reminds students and executives alike to play their part in the grand theatre of life or business, while aware of how one’s role serves to bring the best out of the other actors. This skill of critical self-reflection in action is what adult learning theorist Mezirow saw as pivotal to transformative learning. So let us all strive to draw upon our inner Spectator to enhance relationships in our teams and with key stakeholders, as well as seek opportunities to bring the artist into the organization to see business through a fresh set of eyes.

Leading from the Ground Up – Conversations that Evolve Potential

Posted on March 18, 2013 by Lisa

What types of conversations transform problems into potential? How might conversations accelerate and amplify change? How do we bring people together in collaborative ways to address complexity, diversity and rapid change? What do I need to deepen in my own capacity so that I can host conversations differently? Yesterday I spent the day with good friend, colleague and strategic partner, Michael Jones discussing these exact questions. Michael provided me with a metaphor of the ecology of a tree to help me understand the distinction and value of learning how to host three very different levels of conversation.

The leaves and branches of a tree symbolize our outer life; tactics, action plans, performance goals, desired outcomes and results. The trunk and lower limbs are the structures, strategies and processes. We spend the least amount of time in the ground underneath. Yet it is the re-generative nature of the roots and the soil that give the tree the resilience and the strength to grow. Eighty percent of what determines the health of a tree is the condition of the soil. Here are the three levels of conversation that Michael taught me this week –

Level 1 Technical/Tactical – At the first level the primary question is; “How do we do things differently?” 90% of an organization’s attention is usually focused at Level 1 or 2.

The content is focused on tools, techniques action and results. It frames the organization as a mechanical system for which all problems have a corresponding technical expert-driven response. To extend the tree metaphor, Level I conversations take into account only the branches and the leaves. If this level prevails in an organization, everything is rushed to market with nothing conserved for the future. As such, Level 1 conversations are highly sensitized and reactive to changing circumstances. Because they are focused on the performance of the parts rather than the system as a whole, their emphasis is on efficiency-based thinking, quantitatively driven results and mechanistic expert-driven responses to problems.

Level 2 Strategic/Transactional – Here the primary question is; “How do we do different things?” 90% of an organization’s attention is usually focused at Level 1 or 2.

It is stepping into the forest and seeing not only the leaves and branches but their connection to the trunk as well. Although Level 2 conversations shift the emphasis from efficiency to effectiveness they don’t necessarily engage the larger meta questions regarding the effectiveness for what and to what end. Their focus is on connecting the parts to the whole and interpersonal or transactional strategic-based learning. They are focused on systems, structures and processes and are oriented to leading groups and teams. They don’t engage the higher order questions that build deep relationships and engage the questions that shift the paradigm we are working within. For this we need to look to another level of learning that is associated more with a perceptual shift and with deeper levels of engagement.

Level 3 Re-generative/Transformational – With regenerative Level 3 conversations the primary question is not on how we act but how we sense and see differently.

Their focus is on the shift from mechanistic thinking to engaging with the organization as a living system. If the other levels focus on the leaves, branches and trunk, Level 3 conversations examine the soil and the complex root systems underneath. Re-generative is participative, reciprocal and imaginative. It means doing things that move beyond preserving the life of the tree to growing it into a sturdy and fertile oak.

To learn more explore The Three Conversations by Michael Jones by Micheal Jones

Finding the Right Language

Posted on February 4, 2013 by John

We may all speak English, but “language”, in this case, refers to how we communicate to find common understanding. And that’s hard.

It’s not just academics versus business people. Different businesses have different languages. Different departments within businesses have different languages (finance versus sales versus R and D, versus production, etc.). Children and adults have different languages. And, of course, different disciplines within the sciences speak and think differently. We tend to think that when we’ve made a point the other person obviously understands it. But they’ve actually heard something else. We all have our special tribal language.

It takes a special skill to be a translator, negotiator or bridge builder between different tribes. One strategy is to constantly rephrase the same point in multiple ways. Another is to turn it into a story with a debriefing at the end that explains some insights about the conclusion. Sometimes it helps to start with a story whose conclusion is not so obvious and then carefully lead the group through the logic of why things turned out the way they did. Malcom Gladwell does this very artfully in most of his writing. He loves to have you jump to the wrong conclusion and then explain why. That way you get surprised and are more likely to remember the point that he was making. Employing the right metaphor or multiple metaphors with the right timing, humor, confidence and humility is part of the skill.

Good leaders must be masters at communicating in a way that is understood by many tribes. It is their job to make sure they are understood individually and collectively about organizational goals, principles, issues and values. One of the best ways to do that is how one deals with a problem, challenge or crisis. These are teachable moments. They are real time stories where everyone is listening. In describing the problem and the strategies for action, the leader can express values, process and desired outcomes (how success will be defined). They can create a mindset that defines expectations and can inspire small groups to do better as an organized team than they would have as individual tribes.

This is the job of great sports team coaches. It’s what a symphony conductor does. It’s what business leaders do. And it’s what Research and academic leaders do. Finding that right language is part of the magic of great leadership.

A common concern among leaders is the idea that they won’t be able to successfully change their mindset – the “can’t teach an old dog new tricks” outlook. Good news! There is a large body of research called neuroplasticity outlining the brain’s powerful ability to change itself and adapt to changing environments. Neuroscientist Michael Merzenich’s research in neuroplacticity suggests that in order to be more open to others languages and find common understanding we need only to engage our brains differently. In the below TED talk Merzenich looks at one of the secrets of the brain’s incredible power: its ability to actively re-wire itself allowing us to update our “Mindset”. For several real world examples and stories about the endless adaptability of the human brain check out Norman Doidge’s best seller “The Brain That Changes Itself: Stories of Personal Triumph from the Frontiers of Brain Science”

Resiliency in Leadership

Posted on January 28, 2013 by John

Leaders and motivated individuals alike are becoming well acquainted with the new forms of technology and platforms for communication in order to be collaborative and inclusive but all too often the behavioral side of utilizing and implementing these actions isn’t considered a priority – an issue being addressed at the 2013 World Economic Forum themed “Resilient Dynamism”. Forum founder and executive chairman Klaus Schwab says the theme was chosen because resiliency is the ability to adapt to changing contexts and withstand sudden shocks, both of which are increasingly common occurrences. In addition Klaus asserts that either attribute — resilience or dynamism — alone is insufficient, leadership in 2013 will require both.

Author and leadership advisor, Don Tapscott described the Davos program as ambitious to the point of mind-boggling, and built on three pillars. The first is “Leading through Adversity,” which means boosting the resiliency of organizations, improving decision-making, and strengthening personal resilience. The second is “Restoring Economic Dynamism,” which means that we achieve inclusive prosperity, rebuild economic confidence, and encourage entrepreneurial innovation. The third is “Strengthening Societal Resilience,” which means reinforcing critical systems, dealing with natural resources in a sustainable manner, and establishing shared norms.
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It can no longer be ignored that the world is changing, becoming more volatile and unpredictable, and making the traditional leadership systems and mindsets counterproductive to governments and corporations alike. In order for organizations to grow sustainably it is imperative that leaders learn and embrace a new paradigm of behaviors including adapting to rapid change, encouraging collaboration both internally and globally as well as fostering creativity and entrepreneurialism.

Kingbridge offers programs that help leaders develop the behavioral shifts needed to move their organizations forward and adjust to current and future requirements of business and the workforce. To learn more visit our website.

Collaborative Leadership

Posted on November 15, 2010 by John

Recently, Margaret (Meg) Wheatley wrote an insightful article called “Leadership in the Age of Complexity: from Hero to Host”. Resurgence Magazine, Winter 2011.

In it she describes the wonderfully classic paradox that in order to gain control, you must cede control.

That concept raises the issue of exactly what “control” is. Suffice it to say that it refers to having a goal and achieving it….with others and not needing to take credit for the result. Although, ironically, if you do master that skill, others will begin to connect the fact that when you are around they do better.

She points out that most cultures make assumptions about leaders that are taken for granted: that they have all the answers, that the followers will follow, and that more control produces better results — particularly for big risky projects. That’s why CEOs, Managing Director’s, etc. “get the big bucks.”

But complex problems require integrating many different types of skills and creating an environment where the collective intelligence of a diverse set of minds (age, experience, knowledge, culture, geography), are harnessed to solve these problems. They identify the problems, analyze, speculate, debate, experiment, build and test ideas for their solutions. And maybe even rethink the goals. The hero-based command and control model doesn’t work when the problems are complex. It’s much more useful when you know exactly what needs to be done and just have to execute (i.e. an aid airlift).

As it turns out the political, business and academic worlds make it very difficult to assemble a truly diverse set of minds. Our societies put skill sets in silos and protect them with hard earned credentials that filter out the non-cognoscenti…the riff raff.

So, being able to “harness” the appropriately diverse minds is an art form.

One of the most common ways to do that is to convene a group. But getting the right people to come and creating an environment that overcomes the barriers to collaboration is really difficult. In the world of opera the person who can do that is known as an impresario. They can recruit and manage multiple divas. In other worlds, they are collaborative leaders.

The medical world I have lived in, of surgeons, specialists, department chairmen and a host of supporting cast is very much like the opera. The symbols of power and control are rampant. Learning to lead as “host,” not “hero,” can produce far better and longer lasting results. Thank you Meg.

Kingbridge Conference Centre and Institute

Open Minds and Expand Thinking "The paradox of real collaboration is that it is not about getting the best minds together – it's about creating a New Mind Set."

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