The Convene Team I chair is blessed with the perspective of several manufacturers. After some recent case studies regarding hiring and some content on millennials in the workplace, it was noted that a great deal of the content they had come across didn't provide practical solutions for manufacturers seeking to hire and engage millennials. Most of the illustrations pointed to other industries like tech, health and service, perhaps more suited to flexible hours, a team culture and a quick succession of challenges. Finding there to be a virtual desert of ideas, we decided to gather senior leaders from several companies and pool experiences and ideas to see what might develop. What follows below is a summary of a conversation held on 18 October 2016, in Grafton, Wisconsin, at UFS.
The Organizational Development Muse
Topics: organizational develoment, Mark L. Vincent, Design Group International, leadership clarity, Executive Development, proces consulting, Leader2Leader, executive leadership development,, Convene Teams,, executive communication, executive case studies, leader's lament, enneagram 8
Last summer we announced we were stepping deeply into CEO peer-based advising. We now have a couple up and running in Eastern Wisconsin:
1. Leader2Leader -- a 9 a.m.-1 p.m. option for nonprofit and ministry CEOs
2. Convene -- an 8 a.m. to 3 p.m. option for owners and CEOs of enterprise, that combines with monthly coaching conversations.
Both models include training days several times per year where nationally known content experts hold forth and Team members can bring some of their staff with them to maximize organizational application and impact. With our first training days now scheduled, I can hardly wait for them to take place so that our Team members can experience the full benefit! I also hope to plan a day some time in 2015 where both teams -- and perhaps some of the new ones we have on the drawing board -- can come together for excellent input and the opportunity to deepen the fabric of quality relationships.
Along the way I've held hundreds of conversations with business and service leaders, with many more to come. Everyone loves the idea and embraces the value of joining such a team. But as is so often the case, many choose not to. The responses remind me of the stories of religious revival meetings where people are invited but refuse to be "born again."
- If I perceive we are doing well as it is, then why would I need this? I'll consider it if we ever get into trouble and need help beyond our current competency.
- If we are doing poorly, then how can we afford it? I need to earn my way back into the possibility before I can join.
Whether you are a Chief Executive Officer, Executive Director or interim CEO, you are responsible for the whole of the organization. Nobody else shares the responsibility for the complexity of the whole at the level you do, Even if you are fortunate enough to have a team member who demonstrates potential to perceive the complexity of the whole, they are not responsible for it. Their job does not depend on it. Organizational performance does not ultimately point to them with the intensity that it points to you.
Topics: process consulting, nonprofit executive leadership, peer-based consulting teams, Mark L. Vincent, Design Group International, Leader2Leader, executive leadership development,, Convene Teams,, interim ceo,, peer-based executive teams
In the executive leader peer-based advising teams I chair, the hardest work is to keep us curious. A CEO's working day is too often conversation after conversation of needing to provide perspective without really being able to listen. CEOs get into telling mode too quickly because of the constant press to move on to the next item.
Topics: process consulting, organizational development, executive coaching, Convene, peer-based consulting teams, Mark L. Vincent, Design Group International, Executive Development, Leader2Leader, CEO peer-based advising,, Convene Teams,
The Human Factor in Top Management: How CEOs Act & React
Topics: process design, process consulting, organizational development, executive leadership, peer-based consulting teams, Mark L. Vincent, Design Group International, notes on a resource, Leader2Leader, Peer-based advising, Convene Teams,, executive case studies, Simon Ramo, L2L Teams
I was privileged today to work with Kent Wilson (pictured at right) in preparing a new and expanded group of Leader2Leader facilitators--providing executive peer-based advising for nonprofit and ministry leaders.
Topics: process consulting, organizational development firm, peer-based consulting teams, Mark L. Vincent, Design Group International, Executive Development, Leader2Leader, Peer-based advising, CEO peer-based advising,, Convene Teams,
It is a common human approach to peruse information and hope something leaps into one’s head and sticks, especially when material is difficult to understand. Anyone struggling to understand geometry, as I did, knows that approach doesn’t work. Yet we try the osmosis approach by default.
This is no way to approach a business launch, a technology upgrade, or the edit of an operational manual either. If you wait to figure it out eventually, hoping that the solutions emerge and implement on their own simply because you showed up, entered the URL or flipped the power switch, two out of three results are achieved:
Topics: process consulting, organizational development, organizational development consulting, Mark L. Vincent, Design Group International, Leader2Leader, executive leadership development,, Convene Teams,
I'm writing this blog post as I finish my preparations for the next Convene Team meeting I will Chair.