Monday March 2, 2020 0 comments
By Bill Van Eron
Agile Values-Based Stakeholder Relevance
Headwaters Marketing & Caveat Institute
We all hear the phrase "Change is all around us."
Yet, change is more relevant when we experience it personally & collectively as the positive factor it can be if & when it happens as conscious to its impact to stakeholders & vital infrastructure. Technology is driving massive change, yet arguably at the cost of humanity, jobs, education and more when how it is launched is not integrated as a shared benefit others perceive as relevant, prove out, while enriching the humanity/tech equation.
Many of us have blinders regarding why & how change can power more of us to shape lives, work and communities of value. Total transparency & higher values now require an advanced breed of conscious leadership. The great news is that the path to true leadership is now one more of us can travel. Leaders that recognize how natural transformation pays greater attention to attributes & values as a system of enabled humanity, will quickly rise above those that just give it lip service.
Change has been labeled as complex, chaotic, impossible to anticipate, and as negatively disruptive. Those comments largely come from upper management - now challenged to abandon outdated approaches that limit employees - to now embrace the characteristics on leadership that earn trust, higher stakeholder relevance, vision, inclusion, progressive brand value in evidence, purpose & greater enablement, to list a few key qualities.
Systems thinking as conscious to others, reveals what matters, how it impacts stakeholders, when & how it is a values-inspired brand addition. It also helps you to not be taken advantage of by people who say the right things, or offer partial solutions without any real experience from source to outcomes. To often leaders without direct system-worthy insight to the need, sign up firms that only prove out why that leader resisted transformation so long. They then write it off as a failed effort. That is partly why the approach we or I may apply, feels as natural and as integrated a benefit as breathing.
Are you ready? When you truly are tuned in, you will be able to better recognize:
- The initial & progressive requirements to shape your organization as one all stakeholders take note of and feel inclusive to making it the best.
- How to evaluate what shapes a true solution, when & why it is better than other methods.
- How to shape a solution that integrates attention to your hopes & fears, while also creating a positive system of natural accountability.
The disadvantages of risk aversion, greed, control & superficiality up & downstream should now be apparent. However, they rarely get resolved fully until more internalize & reduce such destructive patterns. Flip that around to embrace status quo challenges that enlighten your entire stakeholder ecosystem when you care to rise above corporate norms and pay more conscious attention to what really matters that only caring observation will reveal. The progressively higher outcomes this approach enables even surprised me as its catalyst. Time after time, year after year, "we" embraced significance as the only path to success. Yes, it is ironic how few discovered what employees & customers have valued for decades. Thus, how much more relevant that conscious, or mindfulness has grown today.
Let's look at change as a system of both resistance & enablement.
Factors That Effect Resistance:
Holding on to past patterns & preferences sans insight to how change obsoleted them.
Not challenging ourselves to seek qualified outside-in objectivity as crucial infusions.
Failing to see status quo limitations as well as cultural limitations, that stop progress.
Leadership & employee's expecting things to happen, versus investing in others.
When you have nowhere to go to gain the advantage of real experience versus theory.
Factors That Effect Enlightened Enablement:
Greater psychological insight to stakeholder values, needs & helpful effectiveness.
Cross functional balance between left & right brain mindsets, skills & attributes.
A more open culture that welcomes objectivity, challenges to the status quo, stakeholder views, continuous learning, trust, diversity & increased relevance.
When young & older talent embrace their full potential to affect positive change, versus just expecting it, tuning out the bigger opportunity to champion positive application.
Owning up to the higher stakeholder requirements as a mindset shift to then more wisely take on improvements and advisory help.
Understanding Values-Based Stakeholder Systems:
We've been in a growing trust crisis that affects us all, while top of mind attention targets government & corporations as the biggest violators. Conversely, those that develop a pattern of conscious uncompromised credibility earn the highest significance-fueled success.
Stakeholders have complete transparency to which companies are genuine to promises made internally & externally. Likewise, which have a positive social footprint & a purpose.
The mindset & skills that elevated many into management for many decades, become increasingly obsolete when mid to high-level managers fail to embrace true leadership.
While there is a huge focus on technology, we have entered an age where enabled humanity is what creates greater significance, now even more vital to success. Managers, who have been risk averse, and who try to isolate needs - trust, innovation, culture, inclusion, diversity & relevance, fail to realize all are vitally interconnected.
The justified attraction to technology has understandably created left brain dominated cultures, processes, & more. Inadvertently most become closed, internally focused cultures who miss out on the equally important value right brain talent & other attributes step up to add to earn greater relevance, trust and stakeholder insights.
I applaud and recognize strengths & attributes that can now rise up to shape the future-now workforce, higher organizational relevance & regard. As fate would have it, growing up in a poor part of Brooklyn, NY, I embraced values that initially were motivated by survival, yet that soon shaped my lifelong love for diversity, open dialog, inclusion, trust & relevance, that now define the attributes we all seek in true leaders moving forward.
Values are great when we see the connections to earned trust, human insights beyond our corporate product agenda's, yet valuable to our brand when feasible to address. Design was clearly my career choice. The training & work demands to stay constantly original & relevant or lose our jobs, was unique to design, now to everything. I respect those with high intellect, yet fueled by those insights to what really mattered to some or all of us.
Rarely have I imagined myself as the center of attention, often preferring to see others get that attention, while championing values where it benefitted stakeholders. Admittedly, while my name was considered for high management positions, no one wanted to lessen my influence as a seamless, proactive & conscious doer. When I was recruited by CEO's & VP Level staff in HP, Agilent & Keysight, as well as by forward thinking leaders, I asked a few times "why me?" Their responses varied, yet centered on the value to synthesize & share what really mattered in ways they could act on it with insight & confidence to its current relevance. They acknowledged how creativity, humanity, possibility & systems thinking was a pleasant surprise, yet now a dependable value to achieve greater relevance.