By Jerry Manas

Leading with HumanityManaging the Gray Areas

A Tale of Two Paradigms…A Tale of Two Paradigms…

Freedom

Flexibility Engagement

Creativity

Process

Discipline

Security

Order

Get out of the Get out of the way and let ‘em way and let ‘em do their thing!do their thing!

Process is Process is everything!everything!

Which Side Are You On?Which Side Are You On?Process-Oriented

People-Oriented

Rewiring our BrainRewiring our Brain

A New Approach…A New Approach…

““True genius True genius resides in the resides in the capacity for evaluation of capacity for evaluation of uncertain, hazardous, and uncertain, hazardous, and conflicting information.” conflicting information.”

- Winston Churchill- Winston Churchill

SevenSeven Gray Gray AreasAreas

Individual Needs

Organizational Goals

Gray Area #1Gray Area #1

How can I be sympathetic to my people’s needs How can I be sympathetic to my people’s needs

in the face of organizational pressures?in the face of organizational pressures?

Vs.Vs.

What’s on your What’s on your

mind?mind?

The Day’s MissionThe Day’s Mission

Case StudyCase Study Bob is frustrated with his job.

He’s tired of technical work.

He wants to move into customer service.

He’s a great technician… but lacks people skills.

He’s supporting a sick mother at home.

Holistic Ethics: Holistic Ethics: An Integrated ApproachAn Integrated Approach

Virtue Virtue EthicsEthics

What do What do II stand for? stand for? What values drive What values drive meme??

Consequentialist Consequentialist EthicsEthics

What would the What would the outcome be, for the outcome be, for the many and the few many and the few ((theirtheir needs)? needs)?

Principled EthicsPrincipled Ethics What is “right”? What What is “right”? What am I obligated to do?am I obligated to do?

Not As Easy as it SeemsNot As Easy as it Seems• “Right” according to whom?

• Am I obligated to my people, my organization, or both equally?

• What if satisfying one causes damage to the other? Can I rely on my values?

• Are my values in line with my organization’s values?

• What pragmatic solution can I live with?

• What questions must I ask? What am I missing?

Generalists

Specialists

Gray Area #2Gray Area #2Is it best to assemble a team of targeted Is it best to assemble a team of targeted specialists, or should I look for people who can specialists, or should I look for people who can do a little of everything?do a little of everything?

Generalists Specialists

Broad exposure = Inclusive Diagnosis

Repetition and Focus = Implementation Expertise

Leadership Candidates Don’t promote them solely on their specialty expertise!!

Cannot afford to dive too deep in any one area

Cannot afford to take on too many adjacent areas

Can oversimplify theories and miss crucial particulars

Sometimes ignore ideas and insights outside their domain

Tips:

• A generalist can validate gaps in thinking across the scope of a problem

• Consider a “handoff checklist” or someone to centrally manage handoffs

• Foster rapport between players to minimize handoff errors

Gray Area #3: Gray Area #3: Big Picture vs. Narrow FocusBig Picture vs. Narrow FocusHow can I communicate with simplicity, yet How can I communicate with simplicity, yet provide the big-picture context people need?provide the big-picture context people need?

Gray Area #4:Gray Area #4:Structure vs. FlexibilityStructure vs. Flexibility

How can I How can I implement implement internal processes internal processes without hurting without hurting morale, stifling morale, stifling creativity, or creativity, or alienating clients?alienating clients?

OutcomeOutcome

Outcome

Actions

StructureStructure

FlexibilitFlexibilityy* Adapted from concepts introduced by Garry Booker, Project Frontier* Adapted from concepts introduced by Garry Booker, Project Frontier

Exception: When Explicit Rules are Needed

• Safety requirements

• Exact accuracy is needed

• Standards must be adhered to

* Ref. Marcus Buckingham and Curt Coffman, * Ref. Marcus Buckingham and Curt Coffman, First Break All the RulesFirst Break All the Rules

Gray Area #5:Gray Area #5:Vigilance vs. DelegationVigilance vs. Delegation

How can I ensure adequate accountability How can I ensure adequate accountability without resorting to micromanagement?without resorting to micromanagement?

Some people need coaching.

Practice Situational Leadership*

(Directing, Coaching, Supporting, Delegating)

* Ref. Hersey and Blanchard

But does

it work?

Should I focus on image/design, or on capability/function/quality?

Gray Area #6: Gray Area #6: Appearance vs. SubstanceAppearance vs. Substance

Appearances Can Help…Or Deceive

Centralization Decentralization

Gray Area #7Gray Area #7

Should I centralize to gain economies of scale Should I centralize to gain economies of scale or decentralize to leverage local expertise?or decentralize to leverage local expertise?

Vs.Vs.

HQHQ

HubHub

HubHub

HubHub

Role of HQ

• Principles

• Change Leadership

• Support

• Knowledge Distribution

The Integrated OrganizationThe Integrated Organization

Ingredients for Success:

• Information

• Shared Ideals

• Relationships

The “Through-Through” RelationshipThe “Through-Through” Relationship A Helical Progression toward Better Knowledge of Better Activities*A Helical Progression toward Better Knowledge of Better Activities*

* Ref. Fons Trompenaars and Charles Hampden-Turner, 21 Leaders for the 21st Century

Improvement of Activity

Imp

rovem

en

t of

Kn

ow

led

ge

GLO

BA

L

LOCAL

Four Themes Four Themes of of GrayGray Area Area ManagementManagement

If we don’t stand for something, If we don’t stand for something, we’ll fall for anything.we’ll fall for anything.

1) 1) Ideals: Standing for SomethingIdeals: Standing for Something

SharedShared ideals keep us ideals keep us rowing in the same directionrowing in the same direction

“When values are clear, decisions are easy.”

- Roy Disney

What About Growth?What About Growth?

Ubuntu:Ubuntu:

A traditional South African concept A traditional South African concept focusing on connectedness to a focusing on connectedness to a communitycommunity

““Ubuntu does not mean that people should not Ubuntu does not mean that people should not enrich themselves. The question therefore is: enrich themselves. The question therefore is: Are you going to do so in order to enable the Are you going to do so in order to enable the community around you to improve?”community around you to improve?”

- Nelson Mandela- Nelson Mandela

2) Leading by Questioning2) Leading by Questioning

Socrates, Socrates, 469-399 B.C.E.469-399 B.C.E.

Why are you saying that?

Can you give me an example?

How do you know?

What causes that?

Then what would happen?

What else might that affect?

Is that really the right question?

How else might we accomplish that?

3) Systems Thinking3) Systems Thinking

““Didn’t Knute Rockne motivate the Fighting Irish, in Didn’t Knute Rockne motivate the Fighting Irish, in his stirring half time speech, to “win one for the his stirring half time speech, to “win one for the Gipper”? The never-asked alternative question: Gipper”? The never-asked alternative question: ‘‘Would Notre Dame have won the game without the Would Notre Dame have won the game without the speech?’speech?’

I submit that what won the game was the training, I submit that what won the game was the training, conditioning, and coaching that began years before conditioning, and coaching that began years before

the fatefulthe fateful game. game. The system won the game, not the The system won the game, not the oratoryoratory. But my version, I admit, would not have . But my version, I admit, would not have made as good a movie.”made as good a movie.”

- - Peter ScholtesPeter Scholtes

The Causal Loop DiagramThe Causal Loop Diagram

S=Causes change in same direction as the causing variableO=Causes change in opposite direction from the causing variable

Example: Resource OverloadExample: Resource Overload

4) Empathy and 4) Empathy and Cultural AwarenessCultural Awareness

Anatomy of a TeamAnatomy of a TeamBeliefs

Behaviors

Social Influences

Beliefs

Behaviors

Social Influences

Beliefs

Behaviors

Social Influences

Beliefs

Behaviors

Social Influences

Behind Every Behavior is a NeedBehind Every Behavior is a NeedAttention

Freedom

Support

Trust

Challenge

Confidence

Inclusion

Respect

Recognition

Purpose

Order

Guidance

Clarity

Connectedness

Accomplishment

Security

Understanding

Fairness

““Getting to the next level of greatness depends on the Getting to the next level of greatness depends on the quality of the culture, which depends on the quality of quality of the culture, which depends on the quality of relationships, which depend on the quality of relationships, which depend on the quality of conversations. conversations. EEverything happens through verything happens through conversation.”conversation.”

- Judith E. Glaser- Judith E. Glaser

Author,Author, Creating We Creating We andand The DNA of Leadership The DNA of Leadership

Changing the Changing the ConversationConversation

New LanguageNew Language• Co-CreationCo-Creation

• We-centric (e.g., “What if we…” “Why don’t We-centric (e.g., “What if we…” “Why don’t we” “Let’s…” “Can we..?” “How will that we” “Let’s…” “Can we..?” “How will that impact us?”)impact us?”)

• Mistakes = OpportunitiesMistakes = Opportunities

• Questions encouraged (e.g. “What would Questions encouraged (e.g. “What would happen if…?” “How would…?” “Why?”)happen if…?” “How would…?” “Why?”)

Putting it All Together: Putting it All Together: The Principles of Gray Area ManagementThe Principles of Gray Area Management

““No matter how far you’ve gone No matter how far you’ve gone on a wrong road, turn back.”on a wrong road, turn back.”

- Turkish Proverb*- Turkish Proverb*

* Source: Dennis Littky, The Big Picture: Education is Everyone’s Business.

Road to Gray Thinking

For More InformationFor More InformationE-Mail: jmanas@marengogroup.comE-Mail: jmanas@marengogroup.com

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