Finally the corporate world is beginning to come to grips with what sustainability means to their companies and to their survival.  While varying definitions of 'sustainability' abound, more and more companies are embracing values related to sustainability and are defining actions to support the values.  Some are merely looking for ways to comply with new regulations.   Others are looking for better ways to manage their electrical and water resources, and reducing their carbon footprint.  Still others are taking much broader approaches and looking at how the company does business with its shareholders, suppliers, customers and employees.  No matter how narrow or broad a company defines its efforts, success will require activities to enable change within the company. 

Many times those who are assisting with change enablement  to support organizational initiatives use models  of change management.  However, change enablement for supporting sustainability efforts, whether broad or narrow, will differ substantially from the change management for most other corporate initiatives.  Sustainability initiatives are much more complex than almost any other corporate initiative that I have observed or assisted with in my 30 years of consulting.  Thus our traditional models for change are unlikely to be sufficient. 

Certainly some  parts of our traditional  models will apply.  However I do believe that fundamentally, our approach to change enablement for sustainability requires a new  paradigm: 

1. The changes required to enable successful sustainability efforts are enormously transformational.
2. The implications of the 'triple bottom line' are far-reaching and continue to evolve with more data, advances in technologies, etc.  Thus the change process must be organic.
3. Usually the initiatives include a very  broad range of stakeholders who must work together across internal and external boundaries to accomplish change .
4. Sustainability generally energizes the workforce.  Resistance is more likely to occur at the top of the hierarchy than at the bottom. 

We are beginning to build this new paradigm for change that companies are seeking as they take on the hard work of looking at corporate sustainability.  Our work is truly cut out for us! 

Will Six Sigma initiatives lead to sustainable change and long-term improvements in  quality within an organization?  I would argue that sustainable change will not result from Six Sigma projects if the focus is on the use of tools to drive short-term improvements that will result in  immediate impacts on the bottom line.    An article published by Aveta argued that all Black Belts must learn the principles and techniques of change management in order to succeed in their tool-based projects.  I would go several steps beyond this assertion and suggest that long-term, sustainable success will require more focus on the culture within which the improvement projects are embedded. 

As Liker and Hoseus argue in their book, Toyota Culture, the Heart and Soul of the Toyota Way, true sustainable success comes from embedding a philosophy of continuous improvement and respect for people into the organizational culture.  In his book Strategy for Sustainability, Adam Werbach stated that "being a sustainable business means thriving in perpetuity."  The short-term gains that come from Six Sigma projects can lead to businesses that thrive in perpetuity if the projects are couched within the context of an overarching long-term plan.  Leaders who strive to build sustainable organizations will build on the current cultural strengths while planning for cultural transformations over time.  This approach will require black belts to understand far more about change than how to succeed in their tool-based projects.  They will need to learn the processes that lead to transformations. 

Are we prepared to transform our organizations in order to sustain them? 

Are you looking for a way to keep your employees engaged through this time of high economic stress?  Leaders have found that their employees are motivated by assisting with their companies' green strategies.  People are excited about helping their companies reduce energy costs and increase profits while demonstrating a real concern for the environment.  However, the excitement must be sustained by a clear show of commitment from top-level leaders.  If employees suspect that the 'green' initiatives are merely flavors of the month, they will be cynical instead of engaged.  How do leaders successfully demonstrate commitment?  One means of demonstrating resolve is to provide the manpower and financial resources to enable success.  Also when leaders insert green-related targets into the Key Performance Indicators, their employees know that they are serious.  Leaders must find ways to create a culture where the commitment to sustainability, energy and water efficiencies is merely part of the fabric of how work gets done.   Commitment means long-term focus on the environmental challenges and opportunities within your business.  As Andrew Winston stated in his book, Green Recovery , "increasing engagement and knowledge around green issues isn't just about pumping up morale - it also gives your people a solid foundation to innovate and create value in new ways." 

As I have work ed with leaders who are challenged daily with the problems of these tough times, I have learned some tips for surviving and thriving: 

1.  Connect with those who care about you from the present and the past.
2.  Engage in activities that help you control your anxiety about the future.
3.  Don't get hooked by the small stuff .(Many are prone to volatility when under stress).
4.  Take the time each day to engage in at least one task or activity about which you are passionate.
5.  Several times a day ask yourself "what is the most important thing I can do now for the company?"
6.  Several times a day ask yourself, "what is the most important thing I can do now for me?"
7.  When faced with difficult challenges, reconnect with your core values to guide your decisions.
8.  Find joy every day in some part of your life and experience it fully. 
9.  Recognize that leadership is stressful and that only the resilient survive.
10.  Lead with strength and compassion.  Others are emulating you.   
 

2009 will certainly be a year that leaders will remember!  The challenges just keep coming.  For many leaders, the bad news has been relentless.  Yet, at the same time, the challenges have forced reflection, renewal and change. How often have we talked about how nothing is constant but change!  And yet I, for one, frequently spouted that phrase without any real emotional connection.  Seems like it takes on new meaning when times are really tough.   Change arrives whether we want it or not, whether we are ready for it or not, whether we are equipped to survive it or not.   Miller Consultants has entered our 30th year of business during these hard times.  In celebration, we decided to reconnect with all of our clients - or as many as we could find - to catch up and find out how all are faring in this down economy.  Little did we know that the stories we would hear and the relationships we would reestablish would inspire us to work even harder and smarter, and would fill us with gratitude. We are not only grateful to our clients for the first 30 years of service and relationships, we are ready to move forward towards this uncertain future, renewed and reinvigorated.  Leaders take note!  No matter how daunting the challenges, take the time to reconnect with those parts of your work that you really love and the people who make it all worth it. 

 Over the past year we have conducted hundreds of leadership assessments.  We have found a prevalent gap in leaders' comfort with and ability to deal with ambiguity.  They don't like  gray areas or uncertainty.  This phenomenon is troubling since we are in the middle of unprecedented uncertainty stemming from global competitiveness, economic pressures, and a new generation of workers who don't hold the same approach to work as the current leaders.   In fact, I could fill a few pages with all of the conditions that are currently creating a very uncertain business environment. 

Certainly traditional training and development will not address the issue.  Comfort with ambiguity can be developed (to a degree) through several avenues.  When we coach leaders facing this problem, we start with practical suggestions such as developing several scenarios concerning the future over which they have little certainty.  We ask them to develop plans for each of the possible futures.   For example, if the uncertainty pertains to the cost of raw materials, we would suggest that they generate several scenarios concerning how the costs could vary and how strategy could address the cost variations.  Or perhaps the uncertainty is with forecasting sales.  Once again we would suggest that they generate a series of scenarios concerning sales, factors that could affect sales and contingency plans for addressing each scenario.  We have found that this process of constructing scenarios and devising strategies for each gives the leaders a greater sense of control of the uncertain future. 

In addition to the practical scenario approach, we also use a deeper coaching process.  We work with  leaders around issues pertaining to courage, flexibility and the value of reflecting before acting.  We have found that some leaders become paralyzed by uncertainty while others act without thinking in order to reduce their own anxiety.  These deeper levels of coaching require our coaches to first diagnose the root causes of the discomfort and the likely behaviors of each individual leader.  Once the diagnosis is made, the coach can tailor a plan to the unique needs of the leader. Yes this process can be intense and takes time.  However the payoffs are great.  And can your company really afford to ignore the issues?  The question to ask when considering these coaching options is this:  In these times of great uncertainty and ambiguity, what is the cost to the company when leaders cannot deal with it?  What is the payback for moving leaders towards a more balanced reaction to uncertainty and a more productive approach to managing their discomfort with ambiguity?  The results will justify the efforts. 

Times are tough and we all need connections with others to help us through the turmoil.  Never has human touch been more important than now. 

I ran across an article recently that reported the latest research on how people feel about attending meetings.  The interesting conclusion was that people complain about too many meetings.  However, when their attendance at meetings is reduced, they report feeling isolated and missing the meetings.  The authors of the reports suggested that people underestimate their need for human interaction in this electronic world.  How much we still need to connect with people face-to-face, share jokes, stories, make eye contact.   Technology will never replace this need. 

I would certainly agree with those who suggest that meetings can be very inefficient, use up resources, and generally waste a lot out time.  However, I think that the suggestion that meetings should, therefore, be curtailed if not eliminated may be missing the point.  The key to successful meetings is for those conducting them to know how to structure them appropriately, who to include, how to help people prepare, how to determine the meeting type,what to cover, and how to follow up afterword.  Well-planned meetings can be unsurpassed for value.  Not only can much work get done in a meeting, but people can strengthen the bonds that allow them to be more engaged in their work and collaborate better with each other when the tasks require it.  Meetings solidify the ties that last long after the meeting ends.  I find that people are much more likely to contact each other by phone or email when they have a question or a need after they have established relationships with each other face-to-face.  Let's face it.  No one really likes to make cold calls -- even within their own company.

I do a lot of professional and executive coaching.  I carry out the coaching face-to-face and by phone.  Most companies prefer that the coaching be done via technology because it is more convenient and cheaper.  However, over the years I have discovered that the face-to-face coaching offers far more value for the money in comparison with the phone coaching. We can accomplish as much in one 2-hour face-to-face meeting as we would accomplish in weeks of phone coaching.  Communication is clearer. Connections are stronger and commitments to the process are greater.  

I'm not saying that people can make no progress in virtual meetings, one-on-one phone conversations, or through emails.  All of these approaches to working together have their place and their advantages.  I am saying that nothing will ever replace the face-to-face meetings that build human connections,  trust, collaboration and engagement .  Let's not give up on the necessity of the  'human moments' at work especially when times are tough and we are all feeling the stress of the challenges that we face.  The human touch is critical to productivity and morale in organizations facing hard times.   

Leading an organization through  tough times isn't for wimps!  It is difficult to stay upbeat when faced with adversity.  Anxiety and defensiveness are natural reactions to challenging phases of organizational life.   And yet those we lead will be watching us.  To a large extent the leaders'  behavior will set the tone for the organization.  I believe that self-awareness is the foundation for strong leadership any time, especially during crises.  I base this assertion on a number of factors. 

First, in order to control our behaviors, we need to understand our emotions.  For example, fear is likely to lead to defensiveness, sadness to withdrawal and so forth.  Understanding our own feelings will help prevent self-destructive behaviors that could also harm our organizations.     

Second, we must be in touch with our own feeling first before we can truly empathize with others.  And empathy is critical to leading people through difficult times.  I am not suggesting that all of our decisions should depend on the feelings of others.  Sometimes we will need to make hard decisions that we know will affect others adversely.  However, while making these decisions for the sake of the business, the strong leaders will implement them with empathy and sensitivity to others.  His or her behavior will not be cavalier nor callous.  We must avoid the mistake of hiding behind these self-protective styles.  They will not serve us or our organizations well as we navigate through the turmoil. 

Finally, self-awareness is the first step towards humility.  Strong leaders never forget that they are human and must show their human faces if they are to be respected and followed. 

As leaders of our companies, all of us have our share of challenges these days. Lately I've been reflecting on what it takes to show strong leadership when times are tough. Over the past few months I have observed closely leaders who are effective and those who aren't.  I believe that the differentiating factor is  leadership presence.  This somewhat elusive characteristic is more than mere charisma.  It stems from deep self-knowledge that comes from reflection.  It includes the ability to be in the moment, reach out, express yourself and connect with others.  In their book entitled Leadership Presence, Kathy Lubar and Belle Linda Halpern define it as the following:

Being Present not pretentious.

Reaching Out not looking down.

being Expressive not impressive.

being Self-knowing not self-absorbed.

The concept is very simple.  The embodiment of it is tough - especially in tough times!  In my opinion, the real test of leadership is in how leaders act during hard times.  My observation is that many are able to exude "presence" when times are good, but revert to defensive, self-protective if not narcissistic behaviors when times are tough.  

So what are the behaviors that leaders can strive to exhibit during hard times?  In my opinion, the leader who listens a greater percentage of the time than he or she talks demonstrates "being present not pretentious."  The leader who communicates informally and  invites people at every level of the organization to share their thoughts and concerns is  "reaching out not looking down. "   A leader who clearly communicates the good news and the bad  with compassion and acknowledgment of his or her own feelings is "being expressive not impressive."  The leader who takes time to assess, reflect and acknowledge his or her own strengths, weaknesses, hopes and fears and spends an equal amount of time considering how he or she can understand and respect the needs of others is "being self-knowing not self-absorbed." 

While these qualities and behaviors are always important, during tough times they are pivotal to the morale as well as the productivity of the organization.