A Day in the Life, (Borrowed)

I read the news today. Oh boy. About picket lines in sunny Saskatchewan. And though the news was rather sad, well I just had to wonder . . .

I saw the future today.  Oh boy.  We are about to be a "have" province.  The economy is growing and there is hope for the future.  We have an opportunity to redefine Saskatchewan as a place to live, work and raise a family. The question is, what does that province look like? Can it be sustainable into the future?

Home is where the heart is.  I was born in Regina, educated, and raised my children here with the exception of three life - changing years in Calgary, where I worked the key desk at Alberta Mortgage and Housing in 1981 after the market in Alberta crashed and people could not afford their homes.

It was heartbreaking and devastating to see people break down and give up their homes.  I will never forget the image of a bike left behind. That experience was one of the reasons that we decided to live in Saskatchewan and raise our family here. However, for the first time in my Saskatchewan lifetime, housing is no longer affordable for low to middle income families.

Having a job is what every family is concerned about.  With the price and availability of housing, families are working to pay mortgages beyond the measure of two full time incomes.  The price of my first house (albeit a 750 square foot duplex) was $36,000.  Today, a first house will cost approximately $200,000.

When I look at those prices, I wonder how someone starting out can afford that.  I also wonder if we have the jobs in our province to sustain this kind of price tag.  If we want people to live and thrive in Saskatchewan, we need a plan that takes us into the future, rather than one that will force people out of our province as soon as other job opportunities present themselves in other provinces.

That brings me to education and the mind trust of the next generation.  Education is not just about books and curriculum. A good teacher is one that lives in your head and heart throughout your life.  Education is about providing our children and young adults with an experience that prepares them to be our leaders, our policy makers, and our workers.

Health care is the last pillar that defines us a a province.   There are no words to express what this means to a  family or person in crisis.  It's difficult to put a price tag on compassion or a person's life.

I see the writing on the wall today. Oh boy. Crowds of people have something to say. This summer, before the fall. It is no wonder then that people have something to say.

http://www.leaderpost.com/business/summer+pickets+Saskatchewan/4897830/story.html

Thinking about Changing.

I grew up in the city of Regina, the home of the RCMP.  My roots are firmly planted on our farm near West Bend, Saskatchewan.  I remember grain elevators that stood tall and proud.  Oceans of mustard, canola and wheat and the smell of fresh baked Cinnamon buns.  West Bend is 6 miles from Foam Lake, Saskatchewan, and 28 miles from Wadena where Pamela Wallin grew up. 

Every summer and special occasions, we would venture out to the farm. Truth be told, I never worked a day of farming in my life. We played pirate ship on my grandfather's hay wagon and ate out of the garden at will. We chased rabbits in the winter and tried to snare us a gopher in the summer. We breathed in the air and ran for miles. I asked important questions, like why don't the cows sink in the mud?  

My grandmother had at the ready freshly baked buns and store bought milk and ice cream. (We didn't like the cow's milk.) We played in the slough, fishing frogs out of the mud by hand.  We slopped the hogs and chased the chickens. I learned to gather chicken eggs for my grandmother without getting my hands pecked.  Here's the tip: palm up, then turn and take the eggs.  

Model Farm:  The Gathering Place still stands today 

Model Farm, was the gathering place for all occasions and it was exotic to me.  This church seemed to have the tallest ceiling in the world, with gold and silver, and intricate paintings.  Mind you, I was 3 feet tall.  






The service was spoken in Ukrainian so I have to admit, I did not understand a word. But I was in awe, none the less. I remember in preparation for Easter Sunday, my grandmother Kate would take a big basket of food to the church to be blessed.  I felt like we were the richest people in the world. I felt sorry for other city kids who didn't have a farm. 

Model Farm, West Bend -
 the tallest ceiling in the world when I was 3. 

Our farm was destroyed by fire in the 70's, so we lost this great legacy.  The children in our family never knew the traditional farm that I grew up with, and even if they had, the definition of farming changed.  Farming is big business now.  Farmers now compete on the global market.  Supply and demand.  

Our farm house used to stand here.  These trees were behind the house.  

West Bend is now a hamlet.  Very few people live there. Model Farm is still there and is still being loved and cared for.  

My daughter Caitlyn visiting Model Farm. 

Once a bustling town, West Bend is on its way to a relic of yesterday. 

While the days back in West Bend are long over, our family roots are there, and so our values. We learned respect for each other and the land.  I love the smell of dirt.  


As mighty pirates on my grandfather's hay wagon, the art of creativity and invention became a part of life. I learned the pioneering spirit of my grandparents.  And yes, I learned to persevere. Sometimes too much. 
  
Rural Saskatchewan has changed with the economy. Farms are larger and industrial. The economy has diversified. Mining is in.  It's not sad. It's just different.  The land has a different meaning and purpose than it did.  




An evolution has occurred in the human experience.  Today, someone asked me, what did we do without the Internet?  I answered, we had a smaller perspective.  And maybe a kinder one.  My perspective was a blue sky and a mohair couch in my grandmother's living room with channel 3 and Ed Sullivan.  

A family photo shoot for Mother's Day in 2010 in a farmer's field.

Although my daughters grew up in the city and have no real memory of a family farm, we have a memory of the land and a memento of the tradition.  Last Mother's Day, my daughters arranged a photo shoot in a farmer's field.  We drove a couch out to the field, a chair, and spent the morning playing.  For that morning, the farm life that I loved as a child came alive again. 


My daughters, now 25 and 22, have grown up in the information age, ruled by cell phones, texting and the world wide web.  I had a red telephone in my room to coordinate with my black and white velvet flocked wall paper. 


 I never felt poor, because my frame of reference was the community in which I lived.  Today's children have access to more products than ever before, all at their finger tips.  Their first house will cost them over $250,000; mine cost $36,000. 


I faced the occasional school ground teasing, and they face cyber bullies who cowardly operate under pseudonyms. Social media has bypassed the power of the conventional media, and politicians now Twitter.  How is anyone supposed to get the whole picture, I wonder?  Do you really feel informed by Twittering politicians? Has Twittering lowered the bar assuming the masses will get the message, or will the message be lost in all the noise?


Change is happening. But what are we changing to.  Do we know the path, or are we just walking it?  What are the values, traditions and conventions that we will hold near and dear, and what will our children's children learn through our actions?   What are we learning by being "on" all day long.  What price have we paid in raising our families this way? What are the ramifications of instantaneous politics?  Do we know where we are going to, and do we know when we will get there. Do we know what we are giving up, and are we OK with that?

A more humanitarian way.

Tonight Neil Young accepted a humanitarian award on the Juno Awards.  Roughly paraphrased, he said look inside yourself and you can find a humanitarian.   He spoke about the musician's role in creating the conversation, building awareness and a speaking up and out.


This made me think.  What does it mean to be "humanitarian" if you can't carry a tune?


Here are some accepted definitions:

• Humanitarianism is an ethic of kindness, benevolence and sympathy extended universally and impartially to all human beings. Humanitarianism has been an evolving concept historically but universality is a common element in its evolution. No distinction is to be made in the face of human suffering or abuse on grounds of gender, sexual orientation, tribal, caste, religious or national divisions.Humanitarianism can also be described as the acceptance of every human being for plainly just being another human, ignoring and abolishing biased social views, prejudice, and racism in the process, if utilized individually as a practiced viewpoint, or mindset.(Thank you Wikipedia)
• One who is devoted to the promotion of human welfare and the advancement of social reforms; a philanthropist.(Dictionary.com)

I can't help but notice the word, Human, in humanitarian. Ergo, it must be about people treating people fairly, respectfully and with dignity.  (Lynn's definition).  

Isn't it strange that, as human beings, we still aspire to being "human" towards each other? What is the opposite of being "human"? 

In the context of every day people, how can we contribute to a more "humanitarian" way.

• Making environmentally friendly choices.  
• Turn off the lights. 
• Turn down the heat. 
• Help someone. 
• Buy only what you need. 
• Speak up for someone who is being treated badly.
• Speaking out against discrimination.  
• Do not tolerate bullying. 
• Check your own opinions about others and how we express those opinions.  

But there is more we can do.  We can understand who our leaders are, and how and why they make decisions, and speak out in the ways we can. Through voting. Through choosing organizations that are responsible.  Through demanding more of ourselves and our leaders. 


In the political and business worlds, progressive leaders know that that being humanitarian is essential in contributing to a sustainable world.  Good leaders know how to do that.  Good leaders know it's their job. 


In business the term "Social Responsibility" is used to give structure to helping organizations bring the human side to business. Social responsibility is on its way up the corporate mountain of importance.  According the Conference Board, Social Responsibility is fast becoming part of the organization's governance. along with Enterprise Risk Management. 


 In a corporate organization, the Board sets the vision, which must express more than financial return, or to product dominance.  Good governance sets the values and lives the values in every decision. Good governance asks questions about how a given policy or direction can affect our most valuable resources, the people and the planet.  Good governance sets the path through defining and holding management to set of values. 

So what is the connection between Neil Young's humanitarian award, risk awareness and the socially responsible behavior of our leaders?

Good governance is the pinnacle of humanitarianism in the corporate setting. It holds leaders in high places accountable for their actions. It asks questions and listens critically to the answers. Good governance is about understanding the risks that the organization is both exposed to and exposing others to, and ensures risk is taken for the right reasons. 

So why is this important to recognize? That's where you and me and Neil Young come in. 


 As we, the regular song singing, rock star following masses sing along, we are in fact being educated and educating through our choices. We are increasing our level of consciousness.  We expect more from the people who make decisions about the way we are governed.   We draw the line by what we accept from our leaders. Therefore it is our responsibility to be socially responsible. 

A hear the train coming

In my early management career, I attended the Queen's University Leadership course.  In that room with me were CEOs and executives from companies across Canada and into the United States. I was full of vision and good intentions. I wanted to learn how to be a good leader, and to be worthy of leading. From the stories and experiences that I learned, there are two things that I carry with me always:

1. When things go awry, trust the CEO. 
2. Values are those things for which you would stand in front of a moving train. 

I have come to learn over the past 9 years in management that the CEO is the embodiment of the corporate values. Values define how an organization reacts to challenge, change, communication and relationships.

My first CEO lesson was about the values of clarity and focus. He led through six strategic thrusts which any and all business activities had to support.  He also introduced an aggressive financial corporate goal (5 in 5).  We met it because clarity and focus are what people need to engage. He created a culture of engagement as a result, where people were treated with respect and their contributions honored.

My second CEO lesson was about the values of accountability and performance.  Under his leadership, I was hired to introduce corporate planning,  balanced scorecard, business line strategy and quarterly reporting.  His values of accountability and performance came through in the culture of leadership.  He used to say, "My job is to ask questions." We knew that he would ask, and that we had to do our homework.

I made sure I had covered all the bases and had a clear concept to present to him. If there was a problem, I would be prepared with a clear statement of the problem (ownership) and a solution (accountability). If there was something that I wanted to change in the process, such as quarterly reporting to the Board, I would be prepared with a clear statement of what needed to change, why, how and when.  I never took more than 5 minutes of his time at once, but I knew that I had his full support.

My third CEO lesson was about the values of humility and compassion.  She led with a "take the high road" philosophy, which was paved with 6 leadership principles. Through her leadership, she took the company from despair to possibility.  In a speech she gave, she said, "We were battered and bruised children."  She brought them out of the storm with principles and with a commitment to a new culture and a path for the future.

Through this journey of leadership and follower-ship, these values of clarity, focus, accountability, performance, humility and compassion have shaped not only my perspective on work and leadership, but they keep me on track, reminding me of the work that I have yet to do.

Lynear Thinking: The Back Story

Freedom is near and dear to me.  Freedom to be the person that I am. Freedom to explore. Freedom to be  . . . me.  I don't do well with walls. Some people worry about thinking outside the box.  I am outside the box.

I am a good listener, because I am both curious and creative.  As a conceptual thinker, I am always building a puzzle in my mind of the fragmented words and images that tend to litter our minds and create confusion and sometimes frustration.

Not surprisingly, my career has been one of story telling.  As a journalist, a policy analyst, a corporate communicator and corporate planner, the goal has been to help create clarity and write it in such a way that others can see it too. I am a consummate writer to document what I learn and observe because second chances only come along once.

In the corporate world where orderliness is particularly important and where behavior is defined (cloaked in words like competencies and culture), creative types can have a difficult time fitting in. They are "pink flamingos in a brown duck pond."  I am such a pink flamingo and some of my best friends, mentors and teachers are brown ducks.  Over the years, however, I have learned to observe and learn, and I have learned to use my creativity in way that helps others to be successful.  The other day, a peer paid me the ultimate compliment:  "You make every one's words just better."

Telling a story takes time and patience, especially when it is your own story to tell.  One  must be able to step back and look at the picture objectively.  There must be digging and soul searching to find the essence of the idea so that it can be expressed with utter clarity and perfection.

Questions get in the way. "Is this good enough?"  "Will people like and accept this?" "How is this going to work exactly?" "Is it profitable?"

The fact is, these are the questions of business, no matter what business you are in.  So these questions are perfectly normal. In fact, these are the right questions to ask.

Questioning indicates that the proper due diligence is being applied. In my experience, someone who says they don't question themselves is either very arrogant, very lucky, or very forgetful.

There are other factors that must be balanced and demonstrated if a vision stands the test of time. I coveted the lessons of my mentors, my employees and my family:

1. History shows us that power corrupts. Leadership and governance practices prevent possible issues.
2. Be a responsible employer. Help people see the future, and how they fit in. They will care more about the work they do. Recognize the people who help make you successful.
3. Listen to your customers.  If customers are complaining about the price, it is because the service or quality of the product is below par.
4. Protect your words as much as you would your bank account. What you say about yourself is what everyone else will say too.
5. Money made without honesty, integrity and quality will cost you reputation. Reputation has an undefinable and detrimental price tag.
6. Be healthy.  The most successful people are those who exercise regularly and look after their health.
7. Do something good for someone without keeping track. People who give back are happier and engaging.
8. Work during business hours.  Take vacations.  Do not send emails to your clients or employees at all hours of the night.
9. Be graceful.  Do not be afraid or frantic. You will only scare people and make them worry.
10. Smile. Lines are unattractive.

While working in the corporate environment, I created Lynear Thinking in 1996 as an outlet where I could flex my creative spirit through freelance projects and community work that felt good to do but didn't pay well.

Lynear Thinking made its grand entrance at a corporate blue sky meeting where I was asked to express a vision. I said I wanted to be the CEO of my own making, to work in environment when we did not say no, rather how.  To climb mountains worth climbing and to do work worth doing.  They were a bit shocked, but then they expected that of me. I had a reputation for "revolutionary creativity."

In 2002 I took on a management role.  I built a team that to this day still is a great source of pride for me as I watched them grow and become successful. My alter ego's Lynear Thinking vision was expanded to leadership.  I was hooked. It was no longer good enough to be the best at what I do.  I wanted to help others be the best at what they do.


In 2009, a third shift occurred that has altered and strengthened the vision of Lynear Thinking.  I wanted to be a role model for my daughters who had grown up along side me. I realized that I was not living up to my potential, and that there had to be more. Enter the George Reed Foundation. I began working with George on setting up his foundation.  I am taken aback by his genuine concern for people, and his heart. I feel very lucky to be apart of his story.

So here I am living outside the box, ready to do work that I love to do for clients who are ready to make changes.

Lynear Thinking is no longer my alter ego. It is a vehicle that allows me to help people bring their own visions to life. It represents a brand of integrity, honesty and quality. And it will be consultative, cooperative and creative in creating the best possible experience for my clients.

The Little Engine that Could.

On May 5, 2008, I began this blog with an article called "Beginning at the Beginning."  My first post was about strategic planning and the importance of engaging people in the opportunity that it presents. Here is what I wrote: 

Strategic planning is 90% communication and 10% process. When most people are asked to engage in the strategic or business planning process, they will tend to have 2 reactions; they either love it, or they would rather ignore it and just . . . well, execute something.

So here we are now.  3 years later, and I have continued along this journey of engagement. I have been working in strategy and communications for organizations for more than 16 years. I have listened to management teams talk about what drove them crazy about planning and what would make it more engaging for them. 

They said they wanted to be in the room to understand decisions so I created the opportunity, the process and the information to bring people together. Understanding that strategy is key to participating. Implement quarterly review meetings with the upper management, and a quarterly reporting and review process so that everyone would have a chance to see and talk about where the company was going, and how it was doing.

Planning and performance management processes should identify accountability of those accountable, and ask them to come forward with plans. Cascading processes and tools help them become better planners, and help everyone to have the same conversation, no matter what room they were in.  

Through all of this planning and change management, I have come to the closest definition of  what I call "strategy nirvana":

 When communications (the words), business plans (actions), risk management (taking advantage of opportunity and minimizing threats) and corporate social responsibility (values) are one conversation. 

  I am the "Little Engine That Could" - I think I can. I think I can. I think I can. 

As I forge the path ahead of me, managing manager's resistance to change, I am taken aback from time to time at the lack of managerial accountability that I sometimes encounter.   Yes, resistance to change is natural.  But at what point is it just whining, I wonder (never aloud).  While I am trudging my way up the mountain of resistance in my quest to help managers be good planners, and good leaders - when do managers kick in and start pulling their own weight up the mountain?

Back in 2008, I wrote this about strategic planning, and it's true.  

I find that those who love it, love the art of discovering new horizons, and then actually plotting out the actions to achieve the end goal. These are the people who love to engage in discussions about what is going on in the environment for hours, pontificating about the possibilities and coming up with possible solutions. True strategic planning zealots pull out all the tools, from SWOTS to strategy maps, to flip charts and smelly markers. Often times, however, these are the new comers to the management realm, and while their ideas are important and significant at an operational level, they may not have the strategic push to actually create a new future. 

Then there are those who view strategic planning as work. Something you have to do. Something that you get measured on. If this is the only driver, then quite often, very few insights are generated, and very few ideas ever come to the light of day.

Sadly, though, some of the most insightful and greatest business minds fall into the second camp. They do not see the opportunity in engaging in the strategic planning process. So the question is why. Why is it that we have difficulty engaging people in this very important process. I often wonder, how may futures have we missed out on because we do not actively engage in making the possible happen?

I now know an answer to this question.  The answer, quite simply is they are not disengaged in the strategic planning processes. They are in fact disengaged in leadership.

By definition - pick a source - these functions are those of leaders - people who are responsible for setting direction, painting a clear picture for their staff, and making the right decisions to ensure the success of the business. That's the job of the manager and leader. 

It has been my experience over 15 years, that when there is a failure to connect - to engage in these processes, there is a failure to manage. A failure to be accountable.

So if you are on the same track, might I suggest the following strategies to help get that caboose up the hill: 

1. Clearly understand the lines of accountability and build the process accordingly to what is, not what should be.  You are not responsible for organizational design.  That's the job of the CEO. 
2. Understand the inherent cultural barriers that exist and facilitate the process so they are discussed. Do not accept responsibility for them. They were there before you came along. 
3. Not everyone has to be in the room. Only those who have something to add. Be respectful, but be judicious. Have clear outcomes and limited time frames.  Be their facilitator, not their friend. 
4. Do not accept accountability for the quality of thinking that comes to the table.  Be responsible for giving them an opportunity to be at the table and speak.  Be their facilitator, their instigator, but not their narrator.  
5. Do not accept responsibility for lacking accountability not within your control. Be responsible for providing a clear and factual report on the outcomes of the thinking and planning process. Professionally highlight concerns that you have respectfully and try to make change from higher ground. 
6. Last but not least, communicate. Communication is still 90% of the process. That's the hard part. 

I think I can. I think I can. I think I can.

Rethinking the human experience at work

Culture is a combination of beliefs and actions.  Sometimes we use the word "values", but truth be told, most of us do not know what that means in an organizational context. We have become cynical about values. They tend to be relegated to the back of the annual report and are rarely talked about, and even more rarely challenged.

Culture is a wild card. It can be enabling or disabling with nothing in between.  To further add complexity and potential risk to the scenario is the impact that leadership has on culture. The leadership style, tone and perspective defines culture.

Culture impacts how an organization interacts with its employees, its customers, its suppliers and its community.   "The Portable MBA in Strategy" cites stakeholders as:  shareholders / owners, employees, government, customers, and society.  Relevance is the key to survival in business today.  If employees do not find an employer relevant, they will either not engage, or not work there. If a customer finds the products or services irrelevant, they shop elsewhere. If the shareholder finds the value proposition irrelevant, they put their financial support in another bucket.  It's important to understand the perspective of the various stakeholders if one wants to be relevant to them.

The leader today must balance and manage the culture and the stakeholder environment.  He or she must have a clear view of what each of these "communities" value, and how to manage their expectations. Each of these groups bring their expectations to the table, and judge accordingly.

The culture question comes back to "me", whether I am the owner, employee, government, customer, or community.  The role of leadership and organizational management is therefore increasingly more complex.  The leader must not only ensure the organization is financially strong, and customer relevant, he or she must provide leadership that is inspiring, respectful, and invites people to belong. Only then can an organization be successful.