The Organizational Development Muse

Long-sight

Posted by Mark L. Vincent

 
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Topics: process design, process consulting, Process Consultation, Leading at a Higher Level, discernmentarian, nonprofit leadership, servant leadership, Process consultation and design, It begins wtih design, organizational development consulting, Non-Profit Leadership, organizational process, strategic interim leadership, leadership failure, Organizational Transformation, leadership paradox, Organizational Life Cyle, sustainable vision, strategic planning, executive leadership, contextual leadership, stewardship based leadership, triple loop learning, organizational development muse, Convene, blurred communication, Mark L. Vincent, Design Group International, small business development, adaptive leadership, Organizational Management, leadership dynamic, action-reflection, mark vincent, organizational clarity, The Tao of Action-Reflection, steward leadership, leadership theory, leadership definition, leadership clarity, Developing Leaders, Change Management, leadership paradigm, Peer-based advising, leadership excellence, CEO peer-based advising,, executive communication, leadership communication, peer-based executive teams, Executive peer-based advising, long term decision making, leadership wisdom, Leadership intuition, forward-thinking realized, capacity building, selfless leadership, open vs. closed organizational systems, business success, organizational strategy, business design, business models, polarity management, one-page planning, organizational development process, society for process consulting, leadership transition, identifying adaptive change, leading organizational change, process chaplaincy, who what when where why how

Frame, then shhhh.

Posted by Mark L. Vincent

One of the reasons meetings become such wastes of time and money is that leaders, managers, and meeting facilitators repeatedly fail to frame the context. Another is that leaders and managers dominate the conversation and fail to assume a sincere listening posture.

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Topics: nonprofit leadership, organizational development consulting, strategic planning, executive leadership, organizational knot, secrets of productivity, organizational development muse, formal communication, informal communication, Mark L. Vincent, Design Group International, mark vincent, Change Management, Leading meetings, Executive Development, leadership excellence, executive leadership training, executive communication, leadership communication, leadership formation, business communication, business meetings, executive team meetings, long term decision making, group process, leadership wisdom, decluttering the company, relationship capital, executive learning, organizational groove, executive vocation, forward-thinking realized, selfless leadership, Leadership courage, leadership legacy, Managing Change, society for process consulting, corporate culture, process capacity

One-page planning

Posted by Mark L. Vincent

 
 
We would like to invite all interested persons to the 2018 Stewardship Summit
23-25 January 2018 -- near Memphis, TN. 

________________

A recent privilege to work with an organization trying to move their strategic efforts forward resulted in the following note when we sent them the tightly distilled, one-page version of their plan (excerpted and adapted to the purposes of this blog post):

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Topics: wheel forward or spiral downward, organizational development consulting, strategic planning, Mark L. Vincent, Design Group International, Executive peer-based advising, one-page planning

More on millennials in the workplace

Posted by Mark L. Vincent

We recently hosted a conversation on millennials in the manufacturing workplace and posted the notes from those proceedings here. It sparked some significant response and a wide amplification across a variety of market sectors. It also prompted the following response from Sterling Balstead, GM of the Minnesota facility for Engineered Pump Systems (full disclosure: I serve on the board of the company):

I hired three young engineers in the last two years and work with them daily.  Previously, I worked with two other engineers who were 26 and 33 years old.  I am [personally] right on the edge of this conversation at 36.

When I think about our younger employees I see we need to engage and work with them differently than older generations, or hold on and hope they change into their grandparents.  Our company is used to employees who like or at least tolerate “8 hours per day + lots of overtime and few questions”---“nose to the grind stone”.  It also seems important for these same people to “start on time every day”.  Overtime seems to be proof of character[upon which] one can build identity.  Another obstacle we face is the length of time it takes to train our engineering team.  It takes 2+ years of employment to build the competency some of our current white collar job descriptions require, which I imagine is typical of small service based companies.  This is a big deal given millennials seem willing to change jobs, locations, and maybe career paths more easily than previous generations.  The younger generation seems to desire looser work schedules, working from home, and protecting personal time.  I understand and admire some of these concepts.

Your conversation notes seem to highlights millennials liking well communicated goals and performance reviews.  It also states they are jaded.  I wonder if this is what non-millennials perceive when millennials are trying to make sense of “why” we are so rigid.  To reframe the entire conversation positively, millennials may be asking: “who cares what road we take as long as we get to the final destination on time”.

This GM, Sterling Balstead, is paying attention, thinking about the changes needed rather than resisting the tide, and moving forward--not just in technical innovation, but with personnel recruitment and workplace consideration. 
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Topics: process consulting, Process Consultation, organizational development consulting, Organizational Leadership, Mark L. Vincent, Design Group International, leadership development methods, millennials in the workforce, Millennials and manufacturing

Managing Polarities: the basics

Posted by Mark L. Vincent

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Topics: process consulting, the art of agreement, organizational development consulting, leadership arts, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, group process, executive learning, polarity management

Leaders drive organizational culture: reflections above the Mediterranean

Posted by Mark L. Vincent

The shoreline of the Mediterranean sea can be seen from the right side of the jet I’m riding in as I write this. It is beautiful, even from this height.

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Topics: process consulting, organizational development consulting, leadership arts, executive leadership, organizational development muse, Mark L. Vincent, Design Group International

Notes on a Resource: The Objective Leader

Posted by Mark L. Vincent

The Objective Leader

How To Leverage The Power Of Seeing Things As They Are

Publishing Information: by Elizabeth R. Thornton, Palgrave-Macmillan, 2015

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Topics: process design, process consulting, organizational development consulting, executive leadership, Mark L. Vincent, Design Group International, notes on a resource, business success

Opening up the organizational can: Organizational design should continue to evolve

Posted by Mark L. Vincent

Truth be told, even after several decades of Silicon Valley leading the way, and an incredible amount of research demonstrating the power of teams and an empowered work force, the majority of organizations are stuck in the authoritarian model of old (especially manufacturing), or even more stuck in the hyper-democratic models that tried to offer a correction in the last half of the 20th century (especially charities and denominational bodies).

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Topics: process consulting, organizational development consulting, Organizational Governance, organizational development muse, Mark L. Vincent, Design Group International, organizational design, organizational systems, open vs. closed organizational systems

Thank you Sepp Blatter - putting succession front and center

Posted by Mark L. Vincent

Outcomes  magazine from Christian Leadership Alliance just published an article of mine on the importance of succession. With Sepp Blatter's FIFA (non)resignation, the timing could not have been better for putting this issue that confounds so many leaders front, center and global.
In Blatter's case, we are being the shown how to make all the succession mistakes, compounding one upon another, and being lived in front of the planet in vivid 24 hour ever-evolving news cycles.
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Topics: process consulting, organizational development consulting, leadership succession, executive leadership, organizational development muse, Mark L. Vincent, Design Group International, ethical leadership, executive case studies, business ethics

Decision Making Speed of the Executive Leader

Posted by Mark L. Vincent

In the online classes I teach on executive leadership, we often discuss paradoxes leaders must embrace. One such paradox is that the decision-making speed demanded of executive leaders is both fast and slow.

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Topics: process consulting, organizational development consulting, executive coaching, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, Executive Development