Sunday, 24. January 2010 by Ronald T. Brown, Ph.D.
The “5 Whys” is a simple problem-solving technique that helps leaders get to the root cause of an issue quickly. Made popular in the 1970s by the Toyota Production System, the “5 Whys” strategy involves assessing a problem by simply asking: “Why?”... at least five times!
Very often, the answer to the first “why” will prompt another “why” and the answer to the second “why” will prompt another and so on - hence the name “The 5 Whys” strategy.
The benefits of using the “5 Whys” method of problem solving is it helps to quickly determine the root cause of a problem - and it is easy to learn and apply. When looking to solve a problem, start by simply asking: “Why?” This simple question is then repeated over and over until the root cause of the problem becomes clear.
The following is an example of the 5 Whys analysis and problem-solving technique:
1. Why is our client, ABC Corp., unhappy? Because we did not deliver our services when we said we would.
2. Why were we unable to meet the agreed-upon timeline for delivery? The job took much longer than we thought it would.
3. Why did it take so much longer? Because we underestimated the complexity of the job.
4. Why did we underestimate the complexity of the job? Because we made a quick estimate of the time needed to complete it, and did not clearly break down the individual stages needed to complete the project.
5. Why didn’t we do this? Because we were running behind schedule on other projects. We were rushed… Therefore, we need to review and revise our current estimate and specification procedure - adding manpower if needed.
The 5 Whys strategy is an easy and often-effective tool for uncovering the root of a problem. Because it is so elementary in nature, it can be adapted quickly and applied to most any problem. (Bear in mind, however, that if it doesn’t prompt an intuitive answer, other problem-solving techniques may need to be applied.)
Monday, 11. January 2010 by Ronald T. Brown, Ph.D.
“Do not stay in the stronghold. Go into the land of Judah…” (1 Samuel 22:5)
The Bible tells the story when the young man, David (the guy who killed the giant Golliath as a teenager), was later in life hiding out in a cave near Adullum, along with about 200 of his fighting men. David was in the process of fleeing King Saul, the ruler of Israel at that time. Saul was on the warpath seeking to find and kill David - and David was content to just hide out in a mountain cave and wait things out.
But one day, a prophet of God came to David and told him that it was time for him to leave the stronghold and go up into the land of Judah. That God wanted him to quite hiding, trust Him, and venture in the direction of David’s future and calling.
* When life gets tough, or outside forces like the economy beat us down, it is easy to just want to ride things out safely tucked away in some cave. But God did not call us to be cave dwellers – He calls us to be willing to move out to claim the work and calling He has placed on our lives.
What are you hesitating to try? What are you fearful of venturing out to capture? How is your comfort zone preventing you from reaching the summit of a dream? Don’t let your comfort zone back you into a prison of your own making. Instead, step out. Lean into your future and embrace the risk of stepping out toward your promised land.
(Adapted from a devotional by Os Hillman)
Thursday, 07. January 2010 by Ronald T. Brown, Ph.D.
“If you don’t think of yourself as a leader, then you’re limited in your thinking. Leading is the way we help move people into action, including ourselves. The question is not whether you are a leader, but how well you lead.” — Bruce D. Schneider
Thursday, 31. December 2009 by Ronald T. Brown, Ph.D.
People resist change
People resist being changed
Therefore… as a leader, when facilitating a needed change, expect resistance.
How much resistance a leader will receive depends on:
• The nature and scope of the proposed change.
• The existing organizational culture and history – how change has been embraced in the past.
• The experiences and value systems of each employee or volunteer.
• The “perceived need” for change.
When faced with a situation that requires people to change, they will:
1. Experience anxiety and discomfort.
2. Tend to equate change with loss. (Loss of control, security, comfort zone…)
3. May experience the feeling of being “alone” in the change process. (Creating support groups can help combat this.)
4. Will have different “levels of readiness” to change. (One size does not fit everyone.)
5. Tend to claim they lack the needed resources to enact the change.
6. Have personal limits on how much change they can handle.
7. TEND TO REVERT BACK TO THE FORMER STATE WHEN THE PRESSURE IS LET OFF.
** So… How can a leader moderate, or minimize, these dynamics of change?
Well, there are many things a leader can (and should) do. But one needs to start by taking the time answer these 6 critical questions:
1. What is changing?
2. Why is it changing?
3. What’s in it for me?
4. How will I be impacted?
5. What do you specifically need from me in this change process?
6. How will I get the knowledge, skills, information, and support that I need to implement the change?
Friday, 25. December 2009 by Ronald T. Brown, Ph.D.
“The difference between who you are today and who you will be in five years will be determined by the books you read and the people you associate with.” – Charles Jones
In this New Year, there will be two primary sources for gaining new ideas which might impact your life in a powerful and meaningful way - they are the books you read and the people you meet. Yet while exposing yourself to new ideas is important, understanding how to incorporate those ideas into your life is even more important. Our growth does not come from intellectually understanding a creative insight, but in being sure we systematically integrate that insight into our life - in a manner which indeed changes our thinking and behavior.
So what happens when you come across a compelling and inspiring idea through a book, magazine article, or person you meet? Do you have a method for translating ideas into action?
Over two thousand years ago, the philosopher Aristotle taught that we “grow into our success.” As an artist increasingly learns how to use the tools of their craft, each of us grows into our success as we intentionally incorporate these new and learned truths into our lives.
Let me ask you this: In the past year, how many books have you read? Can you name one idea from from a book that has been incorporated into your leadership style or personal life? Has there been one idea that has now become second nature to you?
* As you journey this coming year, continue to utilize more effective systems to gather and keep the new ideas you come across. Then regularly review them, and make decisions regarding how to best incorporate them into your everyday life and practice. In this New Year, do not to miss the opportunities of growth that will cross your path.
Tuesday, 22. December 2009 by Ronald T. Brown, Ph.D.
Wednesday, 16. December 2009 by Ronald T. Brown, Ph.D.
In his article, “Level Five Leadership” (Harvard Business Review, Dec 2000), Jim Collins details the kind of leadership that transforms mediocre companies into great companies. His 5 year study of over 1,500 companies found that companies that make the jump from average to extraordinary ALL had leaders with two common traits: A “Self-Effacing Humility” and a “Dogged Persistence.” What Jim Collins also calls, “Humility + Will.”
He writes Level One Leadership is being a highly capable individual, with good skills and traits. Level Two Leadership is being able to contribute as a team member. Level Three Leadership is being a competent manager of people, Level Four Leadership is being an effective leader (or influencer) of others, and Level Five Leadership is the executive who builds enduring greatness through a paradoxical combination of personal humility and professional (fierce) will.
Level 5 leadership challenges the assumption that transforming companies from “good to great” requires larger-than-life-leaders. In fact, the leaders that came out on top in Collins’ five-year study were relatively unknown outside their industries. The findings appear to signal a shift away from the a leader who is “the hero” - to a leader who is “the anti-hero.”
“Level 5 leaders are a study in duality”, notes Collins, “modest and wilful, shy yet fearless.”
** Which is harder in your leadership - showing consistent humility or fierce will?
Saturday, 12. December 2009 by Ronald T. Brown, Ph.D.
“Followers and Leaders both orbit around the purpose; followers do not orbit around the leader.” - Ira Chaleff
Successful companies keep this idea front and center: People seek purpose - not only employees, but customers seek a purpose. And those leaders and companies that clearly define and articulate a compelling purpose will have a huge competitive advantage.
Employees and customers are hungry for purpose. Yes, employees want jobs and customers want deals. But even in a recession, they want more than that. They want to feel that their lives have a deeper meaning that goes beyond paychecks and discount shopping. Abraham Maslow had it right. Once a person’s physical needs are met, they long for love, belonging, esteem and finally what Maslow called “self-actualization” - where they know their lives contribute to a purpose bigger than themselves.
Leadership is all about vision, for without vision there is no leadership. Yet many of today’s leaders are so bogged down in the minutiae of “running the business” that they have lost focus on the vision. They no longer embody the unique purpose which they are responsible to champion and align to.
** Leadership without a purpose is a languid, drifting thing; therefore every day a leader ought to review the purpose behind their leadership. They need to say to themselves,
“Today, in every interaction and decision, I am going to keep my eyes on the purpose for which I serve. I will keep my eyes, and the eyes of my followers, on the vision which makes us not only unique, but truly special in a world filled with so many counterfeit distractions.”
Sunday, 06. December 2009 by Ronald T. Brown, Ph.D.
By nature, our brain waits. Our brain waits for the perfect moment, day, gift, for the traffic to clear, for the shopping lines to disappear. It waits for the perfect mate, investment, client or customer. Our brain waits for the perfect day, perfect life… for the perfect wave.
But no matter how skillfully or determined we get at seeking the “perfect,” no matter how resilient we are at waiting for the perfect to arrive - perfect never happens.
Exceptional leaders and teams know that life, and breakthrough success, is all about embracing and leveraging the imperfect. They understand that they must choose to grow and go forward in a world that is uncertain and complex. They also develop the necessary skills to accelerate their growth in whatever fast changing environment they find themselves in.
Though our minds will temp us to wait and seek the perfect. Seeking the “perfect” not only never happens, it can drive us nuts - for the mirage of the “perfect” will block us from moving toward a rich are rewarding life now.
The fact is: “Imperfect is… Perfect isn’t.” You would think that most of us have learned that by now - have learned to overcome perfectionism. But we haven’t.
So instead of waiting for the perfect… learn to trust your instincts. As the winds of life change, trust your experience and instincts and continue to step up the mountain of your potential and success. Dial into your senses, adapt, get ingenious, and imperfectly rise up. When you do, you’ll begin to appreciate, in a deeper way, the ever-changing nature of life.
Whatever it takes, learn to imperfectly and relentlessly rise. Increase your skills of adaptability. Get ingenious. Reach deeper now, sense more creativity now, find the better/different now… stop wasting time. Keep moving from your “real” here, to your best “there” - building a bridge into the future as you walk across it. As the Marines like to say “Improvise - Adapt - Overcome!”
* What are your best instincts telling you today?
