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Archive for December, 2008

Pete Carroll and Positive Leadership

Monday, December 29th, 2008

By Michael McCauley

Pete Carroll, head football coach at University of Southern California, was featured on 60 Minutes recently.  You can watch it here. As I watched, it struck me that Pete Carroll is the embodiment of the “Positive Leadership” that Kim Cameron talks about in his book of the same name.

Kim Cameron’s positive climate, positive relationships, positive communications, and positive meaning - as the pillars of positive organizational change - are embodied, really, by Pete Carroll.

Carroll creates a positive climate within his team: “I keep thinking day-to-day that something good is about to happen. I don’t know how to think otherwise.” Carroll prepares his players to win. He believes that “the best players don’t always win - the players that play the best do. That’s why we focus so much on practicing so much better than anyone else has ever practiced before!”

It’s an upbeat and optimistic view - of personal and organizational possibilities, and of the world.

In contrast to traditional coaches, Carroll doesn’t tear down his players; he builds them up. If he gets tough on a player (this is shown in the video), he reengages him almost immediately, taking advantage of what educators know as the “teachable moment” ro reinforce what is positive in the player. Mistakes are used for learning.

Pete Carroll is driven by a higher purpose than merely winning. He believes that his life work is teaching young people to seize every opportunity and make the most of it. He practices this approach with his team at USC and in the Los Angeles community at large. He spends time talking and working with at-risk youth in the poorest parts of LA,  has started a non-profit, “A Better LA,” to create and nurture a climate of meaning for himself and those he coaches and teaches.

Discard Conventional Wisdom to Achieve Positive Change

Wednesday, December 24th, 2008

By Michael McCauley

Do you like Dilbert as much as I do? On December 21st  Dilbert’s creator, Scott Adams, takes on organizational change in eight frames. Does this sound familiar? The consultant talks with the Human Resources (HR) director and talks about how he will do an initial diagnostic review, and then form centers of excellence. Next, he will consolidate shared services to drive continuous improvement. In this scenario the organization will be transformed by translating initiatives into actionable tasks.

Of course since Adams is lampooning, by the seventh frame the joke is on the HR director, and on the tired conventional wisdom he’s been spouting.

This is part of why I continue to be excited by the freshness of Kim Cameron’s ideas. Cameron suggests that leaders actively promote a positive climate, positive communications, positive relationships, and positive meaning in their organizations. He posits that this philosophy and its practice will drive growth resulting from people performing at a much higher level.

Does it work? We have found that it does. People and organizations change more quickly and more predictably. The changes are positive and the organization thrives.

In Memory of Jerry Sternin: Real Change Begins on the Inside

Friday, December 19th, 2008

By William Seidman

Jerry Sternin, Brooklyn-born innovator, humanist, and pioneer of Positive Deviance and the Positive Deviance Initiative, died peacefully on December 11th at the age of 70. Visiting Lecturer and Director of the Positive Deviance Initiative at the Friedman School of Nutrition Science and Policy at Tufts, he and his wife, Monique Sternin, had also received a Ford Foundation Grant and a Rockefeller Foundation Grant to study and to further the applications of Positive Deviance.

The Sternins’ work reached back to the work of Marian Zeitlin at Tufts in the 1980’s. Eventually the Sternins would work with communities in Southeast Asia and Africa, helping fight rural malnutrition there. Dozens of international and regional or local nongovernmental organizations (INGOs and NGOs) utilize Positive Deviance-based findings and programs in more than 30 countries.

The truth of Sternin’s findings, and his radical approach to change, was simple enough: Real change begins on the inside - whether a family, a community, or an organization. He studied families and communities and proved that his theory worked. He died just several days before Positive Deviance, and his work to reduce the spread of the hospital-borne staph infection MRSA, was profiled in the New York Times Magazine’s “Year in Ideas” issue.

One of Sternin’s maxims, reported in the Times piece, asks us to solve problems by thinking about how we act, rather than acting upon how we think. We at Cerebyte use this in our coaching and in our assessments of the organizations we are fortunate enough to help. The challenge is to motivate others - the people who are not the positive deviants - to adapt the practices that work, and that have come from within the organization and deserve recognition and, then, adaptation.

Can Technology Rewire Our Brains?

Monday, December 15th, 2008

By Michael McCauley

Can the way we interact with technology alter our neural pathways? Some recent research by Dr. Gary Small, a clinical psychologist at UCLA and an expert on memory, aging, and the brain, indicates that the way we use technology today may be changing the way we read, learn and interact with one other. Dr. Small suggests that a balance between technology and personal interaction is ideal, providing our brains with the opportunity to build circuits focused on technology and social interactions. It seems that this is especially important when it comes to persuasive technologies. Because persuasive technologies both provide some significant advantages over personal persuasion methods, it is reasonable to assume that we will rely on these technologies more in the future.

At Cerebyte we want to integrate the best of persuasive technology with the best of personal interaction going forward. That is why we are so excited by the persuasive coaching model, where persuasive technology is used together with a live coach to facilitate personal transformation. By maintaining the essential person-to-person interaction that Dr. Small believes is necessary to balanced development, the user can “rewire” his or her brain on many levels. In addition, our experience indicates that synergy is created - and it enables much faster transformation than technology or coaching alone would provide.

Positive Leadership and Organizational Success

Wednesday, December 10th, 2008

By William Seidman

I’m still very excited about Kim Cameron’s Positive Leadership: Strategies for Extraordinary Performance. Cameron delivers a set of messages that are useful and true. The importance to your company or organization of positive relationships - can this be stated enough? There is evidence that good personal relationships may significantly improve personal health. They certainly improve the performance of the organization.
A key component is giving to others. At Cerebyte we include this in our coaching - this notion that by giving to others, one improves one’s own outlook and health. Positive deviants in organizations benefit from this; the results are measurable.

The Other Side of Positive Deviance

Thursday, December 4th, 2008

By Michael McCauley

In his new book, Outliers: The Story of Success, Malcolm Gladwell looks at the other side of positive deviance. Gladwell asks, How do people become top performers? He attributes success to three factors: hard work, innate ability, and luck.

We in the US may focus too much on innate abiity and not enough on either hard work or luck. How often do we admire a star athlete or a great lecturer and think that it must just come naturally to them?
While ability plays an important role, it is hard work — Gladwell cites the “10,000 hours” one needs before expecting success — that enables positive deviants to exploit their abilities and achieve true success.

The importance of luck is also interesting. Gladwell asserts that some people are just in the right place at the right time. Bill Gates attended Lakeside, a private high school, in Seattle whiich had an active computer club in 1968, earlier than most schools. We all know the rest of the story.

I would posit, though, that many positive deviants create their own “luck,” By staying open to new ideas, networking with peers, and trying different things, they maximize the opportunities they have and thereby the “luck” to which they are exposed.

The balancing of these components — ability, hard work, and luck –makes positive deviant wisdom so valuable. It’s also why organizations must consistently and systematically discover and fuly utilize the wisdom of their own people if they are to remain competitive.

The Vital Role of Positive Leadership in Organizations

Tuesday, December 2nd, 2008

By William Seidman

Kim Cameron is the William Russell Kelly Professor of Management and Organizations at the University of Michigan’s Ross School of Business. In his latest book, Positive Leadership: Strategies for Extraordinary Performance, Cameron discusses the powerful impact of a positive leader. The specifics: performance goes way up if the leader can create a positive climate via positive relationships, positive communications, and positive meaning. It’s not just window-dressing; it has to be fully felt and REAL.

Cerebyte’s experience and methods reinforce Cameron’s findings and theories. We’ve seen performance improve sharply when a leader is positive and can influence others to follow suit.

 
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