I had the pleasure of working closely with Ann in my capacity as a volunteer board member of a non-profit organization. We hired Ann to help the entire board and staff look at our vision and strategy writ large, and grapple with all sorts of complex and challenging questions. She was a tremendous resource, helping to crystallize and focus this extremely broad process, fostering more dialogue and communication between and among all of the participants, and empowering us to consider decisions and the concrete actions needed to move forward. She is sharp, efficient, candid, and has a very effective style and approach that facilitates action and empowers an organization’s leaders. Dave Friedman, Senior Vice President / Special Counsel & Government Affairs, Boston Red Sox
Process trumps power. It also squelches politics and individual habits, quirks, and dysfunctions. What would happen if you were playing a common, well-known game like Go Fish or Crazy Eights and someone skipped your turn? You’d speak up, right? You’d say something like “Wait a minute, it’s my turn.” Or suppose someone tried to change suits with a seven instead of an eight. Would you let them? No way!
Fear often holds hostage those who must initiate personnel changes. I see it in client organizations of all types and I see it triggered by individuals at all levels of the organization. Typical hostages include board members who know they need new leadership, CEOs with ineffective executive team members, and supervisors suffering from inadequate performance of a direct report. They fear the conversation with the individual. They fear upsetting colleagues loyal to the individual. They fear losing an otherwise good employee. They fear that they haven’t set clear expectations or provided adequate feedback and support. They fear appearing heartless and hurting a bread winner and his family. They fear being unfair because the demands of the organization have changed, not the employee. They fear embarrassing the individual or creating awkward inter-personal dynamics. They fear making others fearful. They fear public or political repercussions if the individual has significant visibility outside the organization. They fear lawsuits and unions. How many of these have you felt?
When I was hitting tennis balls this weekend, I noticed quite a few people out running. Ugh! I’d much rather chase a ball, a frisbee, or a hockey puck. I also enjoy honing a tennis stroke or carving the perfect turn on the ski slopes. But running? No thanks. I get bored. For me, there is no challenge in putting one foot in front of the other over and over again; I mastered that a long time ago. When I convince myself to run, my brain quickly conjures umpteen pressing tasks, articles to write, and alternative activities that are actually fun. My husband is different He likes to run. He gets in the zone. Mile after mile after mile. The lesson here?
When I talk about clarity, especially the benefits of clarity such as greater productivity, commitment, and employee effectiveness, some people leap to the conclusion that I am focused on soft skills. Are you kidding me? I am one of the most direct people my clients have ever met. No one has ever accused me of being touchy-feely. I will never pussy-foot around anything. I’m not sure I know how.
Summer is a great time for reading on the beach or in the shade. For those of you in the southern hemisphere, you’ll be wanting to curl up in front of the fire with good reading material. Want some recommendations?
Friend, colleague, and leadership expert Liz Bywater of Bywater Consulting Group and I had a great conversation this morning about my efforts to bring uncommon clarity to organizations. If you have a few minutes, check it out. I think you will find it interesting.
The leader’s lament goes something like this: Why don’t more people step up and take ownership — real ownership? Why don’t they show more initiative and follow-up more carefully? Why do I always have to be the one to make things happen? Now let me tell you about Leo and the answer will become obvious.
Ann Latham was hired by the Board of Zoo New England to facilitate strategic planning. What she actually did was so much more. Ann made it OK to discuss hard subjects. She transformed conversations that the Board had been struggling with for years into cohesive and thoughtful decisions. We emerged with a powerful and strongly supported strategy that has created tremendous new excitement about the organization’s future. In addition, Ann’s persistence and open style provided a forum that allowed new leaders to emerge, energized and enthusiastic about the tasks ahead. Furthermore, Board performance in the aftermath of Ann is greatly improved. We are more focused, more decision oriented, and more prepared to face a newly defined future. David Passafaro, Senior Vice President for External Affairs, New England Baptist Hospital
Every company I encounter is trying to do more with less. I know numerous executives and managers who seem to acquire additional titles as often as they receive year-end bonuses. Employees at every level juggle To Do lists more prolific than rabbits. Unbelievably, most accept this fate and persevere the best they can. Since they’ve been told repeatedly to “work smarter, not harder,” many, especially the high achievers, assume responsibility for their long hours and blame themselves for not being smart enough to avoid working so hard. In their spare time, they surf the Internet hoping to find the holy grail — that magical tip that will finally end their suffering and let them please their bosses while also enjoying their evenings and weekends once again. Is it really possible to improve productivity at this point? Absolutely!