The Wisdom of the Primes

This post is written by Anna Nixon, a Purdue student who is also an avid Purdue fan that is pursuing a career in sales.

Oh yeah, you better believe that I went there. ‘Transformers’ is probably my favorite series of all time. The cartoon was amazing and the movies are epic. What more can you ask for?

There are so many reasons that the series is great. But my favorite part is the great quotes that they give Optimus Prime. They always have some great motivational quality and often make you think about how you can be a better leader and person in general. However in the second movie, the Predecessors of Optimus provide my favorite quote about leadership from the series. (Spoiler Alert! But really, who hasn’t seen these movies? If you haven’t.. quit reading this and go rent it. Please!)

“We have been watching you for a very long time. You have fought for Optimus, our last decedent with courage and with sacrifice; the virtues of a leader. A leader worthy of our secret, the Matrix of leadership is not found, it is earned. Return now to Optimus, merge the matrix with his spark. It is and always has been, your destiny.”

The search for the Matrix of Leadership is not an easy task and it is a time in which a leader must prove that they have the qualities necessary to wield its power. Sam had to demonstrate courage and sacrifice in order to earn the right to use the Matrix for good to revive Optimus.

The virtues of leadership mentioned by the Primes are applicable to real life situations. Though it’s not likely that as a manager you will find yourself in a situation where you need to risk your life to revive a giant robot, there may come a time when you have to sacrifice your personal gain in order to assure that your team survives and can adequately navigate a change. Courage is something that all leaders must have in order to help their team through a difficult period of change. The leader must be courageous enough to face the change head on and speak up. Ultimately, that courage will be perceived by employees and they will follow the example and try to get on board with the change and make it their own.

Following the Yellow Brick Road

This post is written by Bradley Starkey, a senior from Rushville, IN. Bradley has graduated and is beginning his career in selling and sales management.

For my entire life I’ve wanted to grow up. Now that I’m 23 I want my youth back. It’s amazing how your life can fly by so quickly, and the whole time you here all those voices saying “enjoy it while you still can.” Graduating in December will be bittersweet, but I will be able to make it out in the real world. When I think about moving out on my own I often think of The Wizard of Oz movie and the lessons it can teach me. For instance:

The Scarecrow- The very first thing I need to do when entering the real world is use my BRAIN. I have to be smart at work, smart with my money, and smart with my time. If I can do these things, that should be a good start.

The Tinman- When looking at jobs, and ultimately accepting a postion, I had to use my HEART. I had to make sure that my decision would make me happy, otherwise I know I would be miserable. I also had a lot of people that I love that will ultimately be affected by my decision.

The Lion- When I leave school I am moving out on my own, away from all family and friends. I need to build up the COURAGE to meet new people, live by myself, and make my career a success.

Dorothy- Most of all I need to make sure I never forget HOME. My family, friends, and community have shaped me as a person. Without them, I would not be where I am today, so for that I thank them.

Now all that is left to do is follow the yellow brick road!

http://www.youtube.com/watch?v=THbY7EL8k5w

 

Changephobia

Today’s post is by Angela Schwarz and was an editor’s choice in our blog competition. Angela is from West Chicago, IL and is studying Food and Nutrition in Business in the School of Health and Human Services.

“Change is hard because people overestimate the value of what they have—and underestimate the value of what  they may gain by giving that up.”    — James Belasco and Ralph Stayer

Changeaphobia ; [chenj-a- foh- bee- uh] noun : To be scared of change and believe it only can lead to bad, awful, depressing things.

Of course if you look up “Changeaphobia” in the dictionary, you won’t find it. However do not let that make you think it does not exist. Changeaphobia, does exist, and I believe affects a lot more people than you think, luckily it is completely cureable. I am happy to write to you today as a survivor of the disease Changeaphobia.

For as long as I can remember I have been cursed with Changeaphobia. From the  time I had to change my Beauty and the Beast bed sheets, and purple walls in my  bedroom, to having to go to college and change the way I act, think, and live,  changeaphobia has been present and made these changes almost unbearable.

To me change stripped me of my comfort zones. Every time something was changed  I felt different, I felt stressed, I felt angry. I thought why I am losing  something my life agrees with, nothing I “change” will be better than what I am  giving up. Of course this goes beyond my Beauty and the Beast bed sheets, I’m  not that crazy!

The quote above by James Belasco and Ralph Stayer, is a nice insight to change,  and a healthy start to ridding someone of their changaphobia. We do not realize  that what we are giving up is outdated, immature, over with, not necessary, and  below par. We are just so stubborn and stuck in our diseased ways. Focusing on  the good new changes in our life brings, or what opportunities can arise from  these changes, really allow us to appreciate change, and accept it.

Change brings new beginnings, new ideas, new successes, and new bed sheets  (jk), it brings a new sense of importance and belonging. The changes I had a  hard time dealing with when I began college are the changes that lead me to  great grades, amazing job

Are you afraid of change?

opportunities, unique experiences, and skills. All of  those results are what are bringing new changes now that make me happier than I  ever thought I could be. Recognizing that giving up things is done because  there are better things to come, will help to lead you to a successful future  filled with more excitement and variety, than the- boring- outdated old ways we  were mistaking as the best.

 

Being a Leader vs. a Manager

Today’s Post is by Alexandra Kieta

Alexandra is studying in the Department of Aviation Technology. Her home town is Indianapolis.

 

Leadership and Management are so vastly different. Many people who
call themselves leaders are merely managers. Many people who are labeled
supervisor are true leaders. Your official label doesn’t make you who you are
and automatically give you respect….your actions and attitude do.

Here’s a short list of some things I believe are the more important varying
aspects between the two:

Leadership (L) and Management (M)

L: Walk beside and/or behind your followers.

M: Walk in front of your followers like they’re in elementary school.

L: Be open to their thoughts, ideas, concerns, feelings, etc.

M: Not listening to feedback that might change what you have established.

L: You work for your subordinates. You help them grow.

M: Tyranny.

L: Influence.

M: Authority.

L: Respect.

M: Fear.

L: Going through learning experiences to get your company where it needs to go.

M: Making your employees go through the motions to achieve another step in the
plan.

L: Produce more leaders.

M: Produce more conforming followers.

By being a leader, you build relationships and people and a positive culture.
By only being a manager, you build an environment where people don’t enjoy
their work. (And since we all work for a living, who wants that?!)

Leadership with Silent Accolades? Steve Jobs vs Dennis Ritchie

Steve Jobs

A post by Purdue Student: Abishek Roy (AB)

Steve Jobs was the Chairman and CEO of Apple Computers Inc. and
arguably one of the world’s most successful businessmen. Jobs saw the power of
innovation in building his company. Till today, we can see the innovating power
of Apple Computers Inc as it continues to take market leadership in the
industry. If you want to maintain your leadership, you have to be the one who’s
constantly up with new ideas, new initiatives, all in the spirit of moving your
organizational mission forward. In whatever industry you’re in, your constant
innovation in alignment with your mission will keep you ahead of the pack.

On the other hand Dennis Ritchie was an American computer scientist who helped
shape the digital era by giving the world the computational language C. He also
got the National Medal of Technology from President Clinton in 1999. Ritchie
was the head of Lucent Technologies System Software Research Department when he
retired in 2007. Very few people will have any grasp of how much the technology
Dennis Ritchie developed impacts their daily lives. Without exaggeration, every
single computing device that you are likely to interact with on any given day
can in some way be traced back to work done by Dennis Ritchie. It doesn’t
matter if you use Microsoft Windows, or an Apple iPhone, they all rely in some
way or another on the programming language “C”, which Dennis help write back in
the 70s.

Now comes the interesting part, Steve Jobs died on October 5th and the whole
world knew about it while on the other hand Dennis Ritchie died exactly seven
days later on October 12th. Now if I were to guess, 95% of the people would
have never heard about Dennis Ritchie before reading this.

I personally have nothing against both of them, but believe both lead some
change that impacted everyone’s common life at some point. But the question
still remains, why media did chose Jobs death as more relevant. The answer
still requires perspective. Well perhaps one way to look at it is very simple.
The job of invention does not complete the cycle of disruption that advances
our world. How frustrating it must be to know of important breakthroughs; the
long history of e-paper is an excellent example ; that cannot find their way
into our everyday lives because our collective imagination is lacking or slow.
Why do we still use printers? Maybe because a false concept about the
permanence and credibility of tree pulp persists.

Jobs’ role was that of translator. His ability to understand the change that
technology made possible, to package it in ways that attracted the broader
world, and, yes, to sell that new vision was not important to progress. It was
essential.

Abishek Roy (also known as AB) is a student at Purdue. You can find his Linked In profile at http://www.linkedin.com/pub/abhishek-roy/2b/74b/817

Blog Competition

Those of you that follow this blog have noticed a lack of activity since last September. That is due to the fact that I took on teaching three undergraduate classes at Purdue University in West Lafayette, two sections of Introduction to Entrepreneurship and one section of Leading Change. In addition to my client work and coaching – life was full last fall.

Well – I am back – so look for some great posts in 2012. I am starting the year with selected posts written by students in my Leading Change course. So, over the next two weeks – enjoy insights on change and leadership from our leaders of the future.

The challenge Steve Jobs leaves us

I was a bit unprepared for how hard the death of Steve Jobs would hit me. After all, we’ve known he’s been terribly ill. And most of all, I don’t know the gentleman, just admire him greatly – for so many reasons.

Yet on Thursday, as I did my final preparation for my Introduction to Entrepreneurship class at Purdue, I realized that we had to mark the occasion of the death of the centuries preeminent entrepreneur, futurist and transformational leader.

I immediately found the perfect finale to class that day. I told the class we had a surprise guest speaker coming via video. I then played the commencement speech Steve gave at Stanford in 2005 entitled How to Live before you Die.  And as I set with the next generation of entrepreneurs learning from a great one – I cried.

I challenged them. I challenge myself. I challenge you. How can each of us bring our gifts to the world? What can each of us do to create something beautiful? Useful? Wonderful?

Here is an excerpt from Steve’s address:

“When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something.

“Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure — these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.” [Stanford commencement speech, June 2005]

And some final wisdom from him…

 “Being the richest man in the cemetery doesn’t matter to me … Going to bed at night saying we’ve done something wonderful… that’s what matters to me.” [The Wall Street Journal, May 25, 1993]

Communication in Times of Change

Welcome to guest blogger Myra Cocca!

Running a division or an entire organization or company is tough, but when it is going through significant changes, the challenges become even greater. And today, given business dynamics, what organization isn’t going through a lot of change?!

While the temptation is to help “the organization” go through change, as a leader you must also help “the people” through the change: your employees, vendors, suppliers and other audiences that the change impacts. After all, people change (or not, as the case may be) organizations.

The facts bear it out:  Companies that keep their employees engaged are able to withstand change better. According to research done by Towers-Watson in 2009/2010, companies that communicate with courage, innovation and discipline, especially during times of economic challenge and change, are more effective at engaging employees and achieving desired business results.

Here are some practical recommendations when guiding people, notably employees, through change:

  • Listen.
  • Assess employees’ readiness for change.
  • Establish milestones and measurements.
  • Identify change agents, skeptics and critics.
  • Provide counsel to leadership on the realities.
  • Identify your key messages about the change. These messages should help employees understand the forces of change – “the why.” They should also identify challenges and opportunities – the “what’s in it for me” (WIIFM) – for employees.
  • All of the above are planning steps to communicating the change. When communicating, repeat key messages using many communication tools. One important tool is storytelling. Concrete stories about how the change is making a difference are powerful and can help reinforce the behaviors you want to see.
  • Celebrate milestones. Celebrate people!

Many change models are available to guide you through significant change. Research done by John Paul Kotter, Harvard Business School professor and an authority on leadership and change, offers eight steps to change. As a communicator, I particularly value Kotter’s emphasis on establishing an urgency for change. This is so important, especially when radical change is needed to quickly turn around a company. In his model, he also focuses on the importance of establishing a vision and generating short-term wins for change efforts.

Communicating change is difficult – no question about that. But, with some practical steps in hand and perseverance, your organization will be a step ahead.

IronStrike, www.IronStrike.biz, helps executives, companies and organizations navigate change through effective employee and leadership communications.

 

The Magical, Mystical, Maddening Middle


As I write this roofers are making a racket above me, as they strip every single shingle from my house. The living room is filled with the contents of one bedroom; my dining room with the second. I joke that I feel like a real hillbilly – as the contents of my garage are housed on my front porch. My yard is filled with deep ruts and patches of bare dirt.

All this is a result of a tornado that hit our home on April 19th.  No one was hurt but the damage to our home, cars, yard and majestic 100-year-old oak trees was substantial.

It’s been an interesting time – as it plopped me right into the kind of transition process that I make a living helping others through. It was me that had to say good bye and grieve the old, and me that had to gut it out, roll up my sleeves and work through the physically demanding work of hauling, moving, clearing and repairing.

In our work we use a change model from Robert Bridges. Actually, Bridges would tell us that it is not the changes themselves that get us unglued as much as the transition. Change is the physical manifestation – in my case the tornado. The tough part for us is the transition or the psychological shift. The change can be swift – in less than one minute great damage was done. The transition can be seemingly endless. I find myself quite impatient, knowing that things will be in disarray at my home for many, many months and perhaps an entire year.

Bridges describes three broad segments of the transition process: Endings, Transition and New Beginnings. Endings occur when we recognize that the old ways must (and will) go. New Beginnings occur when we begin to solidly incorporate the change into the way we think, act and feel.

The transition zone is the middle space – where we are not quite what we used to be, and not yet what we need to be. It is the place that many of us dread. I call this time mystical, as the future state is not very clear yet – often a true mystery.  In this middle spot we can yearn for the past. We get apprehensive about the future. We wonder if it will work. We question if we are capable. We are slower and less productive. It can be confusing. Unsettling. Exhausting.

So as I navigate the magical, mystical, maddening middle, I continually remind myself of the magic. Although I would never have chosen to have this happen, it clearly presents opportunities. I’ve wanted to clear clutter out of those two bedrooms – this forces the issue. I’ve always been limited to shade plants – and now the sun can reach my flower beds. I’ve gotten to know my neighbors better. And I’ve seen real and tangible manifestation of how wonderful my friends, family and even complete strangers are as they provided an amazing outpouring of help and support.

So here is live, real time report from deep in the middle – the transition zone. It is unsettling and uncomfortable and disconcerting. It is also a necessary time to work through – and to come out in a better place – however it is that you want that to be. The choice is yours.

 

 

The New Capitalist Manifesto

 

Umair Hague has written a compelling book, The New Capitalist Manifesto: Building a Disruptively Better Business, for those of us interested in the future of business, leadership, and change in the 21st century. I read stacks of business books – but have read none more relevant for creating healthy, vibrant and successful organizations, which are sustainable by creating enduring, meaningful, sustainable advantages. And not just for them – but for society as a whole.

Umair is the first to admit that he does not have all the answers, and also that there is no one organization that exemplifies all five of his “cornerstones of prosperity” for the 21st century. Yet he provides a compelling starting point for exploration and uses many examples of existing companies that are creating what he calls “thick value.”

He highlights Nikes’ Considered Design in which the goal is that “anything and everything can be recycled into something just as desirable.” Clearly good for the environment but even better for Nike – as supply chain costs shrink to next to nothing.

Threadless, a phenomenal success story in retail clothing, uses consumer voting PRIOR to production and as a consequence only produces limited edition, highly desired products. Their mantra: “Better decisions faster,” – the result is amazingly high margins, no waste and extreme customer responsiveness.

Examples abound of Umair’s five cornerstones: Loss Advantage, Responsiveness, Resilience, Creativity, and Difference. Leaders of companies take note: this book is a must-read for leaders of organizations and entrepreneurs.