Six Rules to Simplify Work

Most re-organization efforts either focus on hard stuff (processes, strategy, structure, KPI’s) or on soft stuff (culture, values, relationships, feelings). I have seen very few reorganization efforts in my career that are focused on the most important aspect of how value is delivered to customers: Simplicity

Simplicity stems from decentralization of power. “New Power” as they call it, is all about empowering people, creating conducive ecosystems for performance, learning collectively and encouraging collaboration. Most complexity in organization is introduced in an attempt to centralize power. The focus then is on adding more checks, processes, structures, metrics, KPI’s, incentives, coordinating offices and such.

Yesterday, I saw a very interesting TED talk by Yves Morieux (Boston Consulting Group) where he says,

Complicatedness: This is your battle, business leaders. The real battle is not against competitors. This is rubbish, very abstract. When do we meet competitors to fight them? The real battle is against ourselves, against our bureaucracy, our complicatedness. Only you can fight, can do it.

The talk sets the context on how organizations increase complexity and offers useful ideas on how work can be simplified. Here are my notes from the talk and I recommend you watch this insightful and provocative talk to gain a more well rounded view.

More Posts on Simplicity at QAspire

Friday Five: Leadership, Learning and Intrinsic Motivation

 

Friday Five is a new weekly series at QAspire where I curate five articles (with excerpts)/quotes/tweets/visuals shared on my personal learning network each week that I found particularly useful, and hopefully you will find some of them valuable too!

This edition features insights on motivation, leadership, future of work and the multidisciplinary mindset.

Is intrinsic motivation at work overrated? – Susan Fowler

“Perhaps no single phenomenon reflects the positive potential of human nature as much as intrinsic motivation, the inherent tendency to seek out novelty and challenges, to extend and exercise one’s capacities, to explore, and to learn. Developmentalists acknowledge that from the time of birth, children, in their healthiest states, are active, inquisitive, curious, and playful, even in the absence of specific rewards.”

Not all kind of work can feed intrinsic motivation. Good news is: There are more ways to create conditions for better engagement and motivation.

The Restless Multidisciplinarian – An Interview with Kenneth Mikkelsen and Richard Martin at e-180 Mag

“As big picture thinkers and why-seekers, neo-generalists shine light in unfamiliar places. We need that to solve interconnected and complex challenges. Neo-generalists are driven by a deep desire to understand how the dots connect and question the status quo relentlessly. By living in more than one world, they are exposed to a diverse set of interests, people and ideas. Their experiences as critical thinkers, shape shifters, constant learners and boundary crossers make them uniquely qualified to help shape tomorrow’s world by thinking the unimaginable, exploring the unknown and doing what seems impossible to others.”

This is one book I am really looking forward to read and review. I collaborated with Anupam Kundu to write an article titled “The Future of Work and Multipotentialites” – Do check it out!

Don’t Replace People. Augment Them – Tim O’Reilly

If we let machines put us out of work, it will be because of a failure of imagination and the will to make a better future!

The future of work is really about engaging people in a way that they can be more of who they really are – humans!

A Leadership Conundrum: Unexpected Sources of Leadership by Jesse Lyn Stoner

The conundrum is that although you can’t force leadership, leadership often emerges under unexpected circumstances. Sometimes unrecognized or unappreciated, it is leadership nonetheless.

It is a common misconception that a title precedes leadership. Leadership happens in unexpected places and this excellent article offers visibility into unexpected sources of Leadership. As an addition, here is a round up of chat on topic of Emergent Leadership at a Tweetchat (#IHRChat) where I had a privilege to be a guest along with Jesse Lyn Stoner.

On Best Practice – via @JessRuyter

‘Best practice makes a great starting point but a mediocre end game.’

This one is so true! If everyone else is doing it, best practices is the same thing as mediocrity.

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Image Source: Tom Fishburne

Leading and Learning: How to Feed a Community

When I started this blog in April 2006, little did I understand about how a community works. I would write posts each week only to be read by my immediate colleagues and friends. Till a point when I learned that,

“conversation and sharing is the currency of a social community”

I started following many other blogs, take the conversation forward through comments and share along good stuff. I learned the art of building a community through excellent blogs of Michael Wade, Rajesh Setty and Lisa Haneberg. Their work fueled my own journey of understanding how a social community works.

Getting into Twitter in 2009 opened up new avenues to contribute and accelerate my ability to connect with multiple like minded people through sharing and conversation. Today, I am very happy to have a personal learning network – a group of fellow learners and explorers who share as they learn and work out loud.

Lisa Haneberg, one of my favorite bloggers, wrote about how to feed a community where she said,

if we want to belong to a vibrant community we have to feed it.

And then, we belong to offline communities at work and outside of work. There again, conversation, generous sharing and helping others make meaningful progress is at the heart of building a community. I learned a great deal of this by going through my mentor Rajesh Setty’s program “The Right Hustle” which he defines as:

To hustle right is to choreograph the actions of those that matter to create meaningful accomplishments in an arrangement where everybody involved finds a win.

It became quite clear to me that

learning is a social act and we learn the most when we learn together.

In the communities that we choose to belong to (online and offline), we have to do our part in feeding it. It is only when we are generous about sharing our gifts that we build credibility to receive anything meaningful in return, build influence, thought leadership and learn.

Harold Jarche’s Personal Knowledge Mastery and the mindset of working out loud evangelized by John Stepper are great ways to feed your community and learn.

I wrote a post earlier titled “3 C’s for Leading and Learning on Social Media” which may offer helpful ideas to feed your community. Here is a quick sketchnote of Lisa Haneberg’s ideas on how to feed a community.

Bonus

As an extension to the ideas above, here is a sketch note version of “How to Work Out Loud” which John Stepper included in his recent TEDx Navesink talk.


My Community

People who read this blog, follow me on Twitter, Facebook and elsewhere is my community and I am very grateful about it. I am intentional about feeding this community by sharing my lessons, summarizing insights visually, helping others move the needle and share resources that help.

Critical Questions

What about you? What learning communities do you belong to – online and offline? How do you feed your community? Critical questions as we start a new week. Do share your insights in the comments!

Friday Five: A Metaphor is Worth a Thousand Pictures!

Introducing a new series on this blog – Friday Five – where I will curate five articles (with excerpts)/quotes/tweets shared on my personal learning network each week that I found particularly useful, and hopefully you will find some of them valuable too!

Noam Chomsky on The Purpose of Education

“In the colleges, in the schools, do you train for passing tests, or do you train for creative inquiry?”

Such a relevant question for the anxious times we live in where success is not assured by what certificates/degrees you carry but by the value you are able to create out of what you know. A great read!

Quote by Dr Peter Fuda ‏on Twitter

“If a picture’s worth a thousand words, then a metaphor’s worth a thousand pictures.”

Finding right visual metaphors for the message has been a constant (and worthwhile) struggle when creating visual notes

The Untold Costs of Social Networking – Luis Suarez

That’s why blogging is so important nowadays for knowledge Web workers. It’s our home turf. It’s the only online space left out there where we get to set the rules and facilitate the conversations, as they happen, with your various different networks and communities, but without having an intermediary that you know the moment you make use of it is going to abuse your rights (whatever those may well be), whether you like it or not, because, after all, we are the product, remember?

There is always a hidden cost of mindlessly pursuing newer social network platforms when the value you and your community will derive out of it is not clear. For me, blogging has been a constant pursuit for last 10 years and Twitter is where I engage, interact and share.

Do You Need a Mentor or a Network? – Christy Tucker

In a networked world, our lifelong learning should take advantage of the availability of the network. In fact, you can probably learn more from a network than from a single person, even if you only learn a small amount from each individual in your network.

While I have had mentors in my life, I must say that I have learned the most from the communities that I engaged with. Your personal learning network keeps you updated with the latest thinking in your area of work, but the value of a good mentor cannot be undermined. I feel that we also need mentors to contextualize what we learn and enable us in delivering value to our organization/communities through our knowledge.

Mental Models I Find Repeatedly Useful – Gabriel Weinberg

Around 2003 I came across Charlie Munger’s 1995 speech, The Psychology of Human Misjudgment, which introduced me to how behavioral economics can be applied in business and investing. More profoundly, though, it opened my mind to the power of seeking out and applying mental models across a wide array of disciplines.

This is an excellent list of mental models that I will refer very often. A must read if you are interested in how we think, judge and decide and what derails us.

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In the picture: Open Hand Monument, Chandigarh, India (Via my Flickr Photostream)

Learning: Experience Plus Reflection

“A good starting point for embedding reflection into daily workflow is to approach the practice at two levels; individual reflection, and then reflection with colleagues and team members. Reflective practice itself doesn’t ‘just happen’. It is a learned process. It requires some degree of self-awareness and the ability to critically evaluate experiences, actions and results.”

The Power of Reflection in an Ever-Changing World, Charles Jennings

I once worked in a team that followed a well established process of doing structured retrospectives after every major product release. This worked well and as a result these reflective exercises, team performance and quality of work improved. Then, speed took its toll. In pursuit of doing more frequent releases, teams stopped doing retrospectives. In the rush to deliver more faster, there was simply no time to reflect and share.

One of the most important ways to build a learning organization is to have rituals that facilitate reflection, sharing and learning individually as well as collectively. In this 2011 post, I recommended three rituals for constant alignment and learning – kickoffs, reviews and retrospectives. Apart from these, daily stand up meetings, team huddles and informal peer to peer communication play a vital role in how a team learns – and more importantly, puts their learning in practice. Done correctly, these rituals can have a powerful impact on team building, quality of work and learning.

In his post, Charles Jennings also outlines four ways we learn (read here). Here is a quick sketch note summary of the learning process.

Related Posts at QAspire

Two Ways to Respond to Anxiety

The anxiety we feel when we are worried about an uncertain outcome (or guessing our failure before it happens) can be very disabling. We fight it out to an extent that the only thing we really do is defend our ground. When we are focused on defending, minimizing our exposure to anxiety, complying and cruising along the path of minimum resistance, we can hardly create anything meaningful.

Then there is another kind of anxiety that results from your eagerness to do something – to make something happen. Sure, there is a strong element of apprehension here as well which is why it is a kind of anxiety. But the focus here is to beat anxiety by raising the bar, changing the frame of reference and explore newer boundaries. 

If you are set out to do anything meaningful, anxiety is a part of the game. Embrace it and you will make it. Let it embrace you and you stall.

Fear of failure in advance is very human. It is our response that makes it a limiting force or a creative force. In fact, history tells us that no meaningful creation has ever happened without anxiety.

As Henry Ward Beecher very aptly said,

“Every tomorrow has two handles. We can take hold of it with handle of anxiety or the handle of faith.”

So, what does this mean for leaders?

If you are a leader at any level, choosing your response to anxiety (your own or your team’s apprehensions) is so critical. Your team can only do better when they are encouraged to acknowledge the fear and look beyond it for possibilities.

Leadership and The Art of Effective Listening

There is no leadership, personal or organizational, without listening. In fact, ability to truly listen (and not just hear) is the foundation of having a conversation, building trust, influencing others, resolving conflicts, driving your vision, building relationships, implementing change and learning. Yet, many of us equate listening with absorption of what the other person is saying. There’s more to it!

In this respect, I loved reading a recent article on Harvard Business Review titled “What Great Listeners Actually Do” by Jack Zenger and Joseph Folkman. The article provides an excellent round up of how to truly listen.

I attempted to capture the essence of their post in a sketch note form and I loved the way they sum it up. Here is a snippet from an article that you must read:

“Finally, we hope all will see that the highest and best form of listening comes in playing the same role for the other person that a trampoline plays for a child. It gives energy, acceleration, height and amplification. These are the hallmarks of great listening.”

Here is a sketch note summary along with some links to my own thoughts on listening well at QAspire.

 Related Posts at QAspire

What Makes a Team Great

Last week, during an internal team event, we organized an interesting activity. Team members were asked to form a human chain by holding hands. A round hoop was then passed through one end of the chain and participants had to pass the hoop through themselves to other end without breaking the chain. The team that passed hoop across in least time would win.

The hoop signified challenges and issues that a team faces. To achieve the goal and overcome challenges, team members had to contribute equally – each link of the chain was important. When a team member was struggling to put the hoop through the head, the other team member would just raise the hand and help put the hoop into next person’s head. They empathized with struggle of the other team member and changed their posture (alignment) to help put hoop through the head. Teams learned that empathy, emotional intelligence, self-alignment (adaptability) are the key ingredients of a strong team.

In the same week, I stumbled upon a 2015 NY Times article titled “Why Some Teams are Smarter Than Others”. According to the research presented in this article, three characteristics that differentiate a smart team are:

  • Equal Contribution: from all members rather than a few team members dominating.
  • Emotional Intelligence: Ability to read  complex emotional states of others.
  • Women Power: Teams with more women were found to be more effective. This had little to do with diversity (equal number of men and women) but just having more women on team. Women are, on average, are more intelligent emotionally than men.

Read the full article here and a summary of the same in sketch note form below:

Related Posts/Sketchnotes at QAspire.com

How Our Brain Learns

As someone who is committed to lifelong learning, I am very curious about how we learn (sketchnote here). We learn the most during our early years and observing/helping my own kids learn and explore new things is such a wonderful learning experience as well. I learn a great deal about learning when I see my 4 years old son trying to explore language in new ways and my 9 years old daughter learning how to swim.

This observations enable me to appreciate different learning styles, pace and challenges. It tells me that learning is not easy, especially when we grow up. Learning anything new makes us uncomfortable in the beginning and a lot depends on how we embrace the discomfort of learning. That we need to build our capacity to map learning across the contexts and make connections. That is how we become effective lifelong learners.

I recently came across an interesting article on Crew Blog by Belle Beth Cooper titled “6 important things you should know about how your brain learns”. The article underlines the importance of visual learning, role of sleep and sleep deprivation in consolidating our learning and interleaving new information for better learning.

I recommend you to read the full article and here is a sketchnote summary of key points I gathered from the article.

Journey That Inspires Others

My journey in life and career is largely inspired by what other generous folks have shared – both online and offline.

A boss who believed in me when I didn’t, a book that altered my perspective for better, a few blogs that clarified my thinking one post at a time, an inspiring video that uplifted me, a podcast that I often revisit, a virtual friend who opens a door of possibilities, a family member who guided my perspective about life and the list goes on. When I think of everything that I have received for free, I am only filled with gratitude.

We are all surrounded by generous folks who freely share their lessons, ideas, resources and insights which inspires our own journey, directly or indirectly. 

The critical question then is: If your own journey is inspired by what others shared so generously, how are you making sure that your journey serves as an inspiration for others?

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In the photo: Train and tracks fading away on a foggy winter morning!

Leadership: Assessing Organizational Health

Leadership in a business context is challenging because its effectiveness depends not just on a leader’s key traits but also on organizational decision making, competitive forces and constantly changing external situation.

On the other hand, people want to work in healthier organization cultures where they can maximize their chances of adding value – both to their own selves as well as to their organizations.

Beyond visible numbers, how do we assess the health of an organization?

I read 2016-1 edition of McKinsey Quarterly with great interest. It is a rich resource with insights on theme “Organizing for the Future”. In one of the sections on putting leadership in context, authors point to an interesting 2009 research from McKinsey’s Alice Breeden, Aaron De Smet, Helena Karlinder-Ostlundh, Colin Price, Bill Schaninger, and Eilidh Weir on “Building healthy organizations to drive performance: The evidence”.

To be sure, certain normative qualities, such as demonstrating a concern for people and offering a critical perspective, will always be part of what it takes to be a leader. But the importance of other elements, such as keeping groups on task and bringing out the best in others, vary in importance depending upon an organization’s circumstances. Organizational health changes over time. Effective situational leadership adapts to these changes by identifying and marshaling the kinds of behavior needed to transition a company from its present state to a stronger, healthier one.

The exhibit offers 9 rules of thumb to assess health of an organization beyond numbers. Whether you are a leader responsible for organizational health or someone responsible for building leadership culture within organization, these rules of thumb for assessing organizational health will certainly help you clarify behaviors that lead to better health.

Please read the full report here for more context and insights. Meanwhile, here is a quick sketch note version of the exhibit.

Related Posts/Visual Notes at QAspire.com

Organization Culture is a Reflection

You cannot change your reflection in the mirror if you want to change how you look and feel about yourself. YOU have to change and the reflection changes accordingly.

And to enable that change, you have to do all the right things based on what you wish to achieve.

Trying to change an organization’s culture is much like that too. Culture of an organization is a reflection – a by-product – of what people within the organization do.

If you want culture to change, you have to first change your intent, behavior, systems, processes, mindset and then narrative. Trying to change an organization’s culture only through narratives (tall mission statements, values on the wall and lip service) is like trying to change the reflection in the mirror. It doesn’t happen.

As Euan Semple so succintly puts it –

You can change things that affect people in the hope that doing so gives them a good reason to adapt their behaviour, but culture emerges from the collective behaviours of the people in your organisation over time.

Culture itself cannot be created – it just happens as a result of doing the right things.

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In the Photo: Mountains at the Dawn, Jhadol, Rajasthan, India (2013)

Critical Competencies for Effective Coaching (And a Book) by Lisa Haneberg

Great coaching is at the heart of meaningful accomplishments. In an organizational and team context, being able to coach people means helping them overcome their own resistance, get unstuck and move forward in the direction of their goals. Great coaching catalyzes great results.

But too often, we see managers and leaders getting so busy on the treadmill of getting things done that they lose focus on how those results are achieved. A leader’s constant job is to strike a balance between getting things done and developing people. Doing one at the cost of the other can be a great disservice to organization and its people.

I recently read revised edition of my friend Lisa Haneberg’s book “Coaching Basics” published by Association for Talent Development (ATD). It is a wonderful resource for organizational leaders, HR professionals and managers if they want to understand the nuances of how to coach others for greatness. I strongly recommend this book.

I was also fortunate to be able to write a blurb in this book where I say,

Companies often tell their leaders to ‘coach’ people without giving any guidance on the ‘how.’ Lisa Haneberg fills this important gap by offering a very useful handbook that clarifies the foundation of good coaching and offers actionable insights and tools for effective coaching.

– Tanmay Vora, Director, Product Development R&D, Basware

But when I read this book, I was instantly reminded of a wonderful post that Lisa wrote in 2014 where she outlined critical competencies of a great coach.

Here are a couple of excellent quotes from Lisa’s post:

“Coaching is a service and we cannot be successful if the learner perceives that we are helping to satisfy OUR needs or wants.”

“Great coaches are able to help learners adopt a more helpful perspective of the situations about which they are struggling.”

And here is a sketch note summary of coaching competencies that Lisa’s post outlines.

Get the book at: TD.org | Amazon

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Also read at QAspire.com:

Leadership and Change: Build These Three Muscles

There is no real leadership without change.

If you are simply “sustaining” what already exists, you are not a leader because real leadership is about change – moving people, processes, outcomes and culture to a better place.

In an organizational context, there is no change without some leadership.

Without any leadership, things still change but often, in a southwards direction. Any change in a positive direction means channeling collective energy of people, overcoming resistance, building consensus and involving others – none of which is possible without some leadership.

As Esther Derby so rightly says in “6 Rules of Change”,

Leaders don’t drive, install or evangelize change. They NURTURE it. 

Explicit details of change (the gross part) is never as difficult as the soft side it it (the subtle) – how leaders enable and empower others during the change process.

In this post at Rebels at Work blog, Lois Kelly emphasizes on three change muscles that leaders need in order to nurture change – Appreciation, Understanding of character strengths and Creating Psychologically safe environment.

Rebels at Work is an excellent movement and I strongly recommend that you read the post “Build these three change muscles”. Meanwhile, here are my visual notes when I read the article.

Related Sketchnotes/Posts at QAspire.com

Insights on Becoming an Effective Learner

We learn the most from that which challenges us the most.

I remember having learned server side scripting many years back completely on my own. I had no special resources, no advanced tools and no external guidance – just a lot of willingness to pick up the skill. It wasn’t easy and that made it all the more interesting.

But as we grow in our career and life, we avoid the discomfort involved in learning new things, which eventually slows down the process of learning.

I recently came across interesting insights on “How to Become a More Effective Learner” by Laura Entis at Entrepreneur.

The article presents interesting findings on how we learn. The article reports that we learn the most when:

  • We embrace the discomfort of learning (we learn more when we struggle)
  • We space out our learning events such that we have an opportunity to learn, unlearn and relearn
  • Contextualize our learning and map it to as many contexts as possible

Here is a quick sketchnote version of what I learned about learning from insights presented in the article.

Craftsman Spirit

Do you consider yourself as an artist and your work as art?

Art isn’t just about doing fancy stuff or indulging into painting, dancing etc. Your work becomes art when it changes others for better. When your ideas and insights change the conversations. When you overcome resistance to start, execute and most importantly, finish what you start. When you have the humility to accept what needs to improve and change. When you have the courage to truly ship your work, let it intersect with the context and make a difference. When you bring your humanity into everything you do. When you refine, improvise and evolve your art.

I learned a great deal of this from Seth’ Godin’s life changing book “Linchpin” which I also reviewed on this blog (with one question interview with Seth Godin).

In Japanese, the word “Shokunin” means artisan or craftsman. Shokunin Kishitshu means “craftsman spirit”. I read an interesting post on some of the key elements of Shokunin spirit.

Here is a quick sketch note I created based on the post by Karri R. at Warrior Life. When I created this sketchnote, I was prompted to ask three questions:

  • Are you doing the work you can be truly proud of? Do you take pride in whatever you are currently doing knowing that the way you do it makes a difference?
  •  Are you raising the bar for yourself? Do you always try to refine your ways of working and elevate the level of your work? Do you constantly look for newer ideas and insights that can help you in your work – directly or indirectly?
  • Is your work making a difference to others? In what ways? Are you aware of the impact of your work and do you try to maximize the impact to bring about a positive difference around you?

BONUS: Read this 100 word story “In 100 Words: Improvement and Tending a Garden” that captures the second element of craftsman spirit so well.

Symptoms of Organizations on the Cusp of Change

The purpose of an organization is to enable people in doing meaningful work that delivers value to the customers and hence to the business.

Organizations start purely with this promise but when they scale, they end up stifling people’s ability to deliver value.

In his insightful post titled 8 Symptoms Of Organizations On The Cusp Of Change, Mark Raheja says,

“In theory, organizations are meant to enable us — to make us faster, stronger and more effective than we’d be on our own. And yet today, in listening to my clients, it feels as if the exact opposite is true — as if the organization is actually getting in their way. The symptoms of this are many and may sound familiar: Siloed teams with misaligned incentives; bureaucratic processes governed by inflexible policies; paralyzed decision-making strewn across way too many meetings. The list goes on.”

The post further offers 8 symptoms of organizations on the cup of change. I recommend reading the full post to get a view on how organizations today can become more responsive and less bureaucratic.

And here is a sketch note I created while reading the post.

46_cusp

5 Timeless Qualities of True Leaders

Before leadership be effective, it has to be true. And the truth of leadership is essentially human. If we have to raise the bar of leadership, we need to first cultivate truer leadership at the core.

In his article “Why The World Needs Truer Leaders (And How to Be One)”, Umair Haque defines eudaimonic leadership as,

leaders who expand human potential to its very highest, so everyone can live a life that matters

In the same post, he offers 5 timeless qualities of true leadership. I recommend that you read the entire series that Umair is writing at Medium.

Here is a sketch note version of qualities of truer leadership.

BONUS:

Shut up and Sit Down” is an excellent post by Joshua Rothman at The New Yorker which talks about our dangerous obsession with leadership and how leadership industry rules.

In the conclusion, he writes,

When we’re swept up in the romance of leadership, we admire leaders who radiate authenticity and authority; we respect and enjoy our “real” leaders. At other times, though, we want leaders who see themselves objectively, who resist the pull of their own charisma, who doubt the story they’ve been rewarded for telling. “If a man who thinks he is a king is mad,” Jacques Lacan wrote, “a king who thinks he is a king is no less so.” A sense of perspective may be among the most critical leadership qualities.

True leadership stems from the heart, yet most leaders (and many we see in political arena today) operate with an outdated view of leadership. When leaders have to show that they are powerful, they are not.

Here is a quick sketch of Jacques Lacan’s quote:

Leadership, Connection and Power of Storytelling

If the job of a leader is to take people to a better place, they first need to take people’s imagination to that better place.

One of the biggest mistakes leaders make when communicating about the future is to show future in form of data, numbers and charts. They are good to capture the mind of people, but people will only endeavor to go there when their hearts are engaged.

Storytelling has been one of the most powerful tools to drive imagination of people first before people decide to take actions towards the future. The historic “I have a dream” speech by Martin Luther King or the narrative of non-violent movement for India’s independence by Mahatma Gandhi are powerful examples of story telling that led to massive change, first in the minds and hearts of people and then in reality.

If you are a leader who is facilitating a large scale change or transformation effort, paint a compelling picture of the future before you show the data. Ability to tell stories that foster change is a critical leadership skill.

In his classic HBR article titled “Telling Tales”, Steve Denning outlines seven aims of a good narrative. The article also provides an excellent context of leadership storytelling and offers practical ways to frame your narrative depending on your goals. I recommend that you read the original article.

Here is a quick sketch note of seven aims of leadership storytelling:

 

Additional Resources:

What Business Transformation Really Means

Change does not always mean transformation, but transformation by itself changes everything fundamentally. At a time when a lot of people use terms “change” and “transformation” interchangeably, it helps to know the difference  between the two (and my sketch note on the same topic may be helpful).

I have seen people in process improvement use the word transformation quite often (in fact, I have been guilty of using the word “transformation” when I was only tweaking or improving the ways of working).

What do real business transformations look like? Scott Anthony’s post “What Do You Really Mean by Business Transformation” at Harvard Business Review may help you understand different kinds of transformation efforts. After I read the post, I was able to put different transformation initiatives going around me into the right frame.

I attempted to make sense of three kinds of transformation effort described in Scott’s post through a sketch note. Do read the original article at HBR.