A call to action that is priceless.

One trait that effective leaders possess is knowing when and how to call people to action. Regardless of what a leader is “calling people to act on” they must understand when and how to build widespread support. They also must be able to seamlessly engage simultaneously at the individual (micro), organization (meso) and community (macro) levels of society.

Like many competencies of effective leaders, this competency rarely manifests itself early in a leader’s life experience. In fact, it is usually the trait of an experienced, successful and more senior leader. Engaging the average person, building consensus across organizations, and taking the time to understand the wide diversity of perspectives which people hold is no easy task. And, the value of using this competency to act and make change  . . . priceless!

Negotiation. Compromise. It is all change.

Ever since taking the Harvard University course on “Negotiation” in the late 1990s, I have used the “BATNA” framework for a wide array of negotiations. What is interesting about this framework is that it also applies to change management.

Change happens when the status quo becomes unacceptable, thus, precipitating a need for an alternative .

For change to happen a leader must first understand what their BATNA is.

Note: BATNA stands for: Best Alternative to an Negotiated Agreement.

Change Management and Managing Expectations

As the first 100 days of the Obama Administration draws to an end, it is a good time to talk about managing expectations for change.

Anyone who has ever managed change knows that there is a predictable ebb and flow of change/resistance/progress. There are high points when everyone is ecstatic that change is happening (like election night this past November). There are low points when so much change has happened that everyone just wants to stop the merry-go-round, get off and take a break (like the Tea Parties held on tax day). And there are the points along the way when those managing change are stuck in the “down trough” of the change cycle because everyone around them wants change to happen to everyone — except themselves.

The environment of change is full of opposing forces. Managing sustained momentum in any change process requires leadership that can anticipate and manage the cycle of change. Today, we might be approaching a down trough, but with strong leadership this too shall pass.

Learn, Live Healthy, Prosper.

It seems like so much of what we want to be is simple.

But it is powerful.

Whatever our age, our status in life, our longings . . .

We all want to learn, live healthy and prosper, so let’s do it.

Now we can.

Change: A Simple Definition

While visiting Washington DC last week I was comforted by the professional, collegial and intentional manner of Federal staff.

Furthermore, I was energized by the approach to making change. Here are a few lessons to share:

1. Don’t reinvent the wheel (someone already did . . . a million times over).

2. Do integrate successful components of other successful efforts (just don’t try to duplicate them exactly).

3. Don’t think that everyone is on board with this change (just look at the Governors who openly refuse resources their constituents need desparately).

4. Do look to build partnerships and strategic alliances (start with those with common experiences, then branch out to those with common cultures.)

5. Accept change.

Headline: Economic Forecast – Chance of Change 100%

While reading an article in the New York Times today I was struck by the over-simplified perspectives of several economists on our current state of affairs. Those of us who are in the “managing change business” know that the chance of change is always 100%.

Predicting change is easy. Managing change is hard. Sustaining positive change can be done only with strong leadership.

A new day . . .

How often have we made this statement.

While every day is a new day that presents a fresh start and new opportunities, every day follows a day where lessons have been learned, dreams put forth and commitments made.

In leadership development we talk about the “sense of agency” leaders must feel and respond to if they are to be effective and successful leaders. Any leader who puts forth an agenda must first use themselves as the “agent” of change. Business as usual, fingerpointing, making excuses, or just doing the same old thing isn’t leadership or agency.

Choosing to be a part of the solution, not the Monday morning quarterback conversation, matters.

Democracy Prevails!

Not much can be said that is more important than what happened on Election Day 2008 in the United States of America.

Not only did we elect the first African-American President in the history of our young democracy, a momentous occasion of which all Americans can be proud, we elected a leader who has demonstrated consistently many qualities of leadership that we know and understand as paramount to successful leadership . . . and does our country need a great leader . . .  now more than ever.

Furthermore, Democracy prevailed on November 4, 2008 because many other passionate leaders at the local, state and Federal levels worked tirelessly to ensure that we could exercise our right to vote. Early voting, voting by mail and extended polling hours all helped.

Leadership and democracy matter!

Before quoting Saul Alinsky . . .

. . . people should read his greatest works “Rules for Radicals” and “Reveille for Radicals”.

Alinsky is first meant to be understood, then inspiring, and only then, quoted.

Great art speaks: perspective for policymakers

My favorite installation at the 2008 Biennial (www.whitney.org) was “Divine Violence” (2007) by Daniel Joseph Martinez. The installation consumes a very large room with yellow panels on every wall from floor to ceiling, creating a mausoleum-like environment. Centered on each panel are the names of 20th- and 21st-century government or revolutionary groups (e.g., KGB, Khmer Rouge, Tamil Tigers, al Qaeda, CIA, and many more). It reminded me of the old saying: One man’s cause is another man’s cause for revolution.

http://whitney.org/www/2008biennial/www/?section=artists&page=artist_martinez

Today’s leaders responsible for foreign and domestic policy should visit this installation. It embraces and conveys history, perspective and context.

Great art speaks for itself.