Nevertheless, I observe that it is much more challenging (and efficient) to design appropriate prototypes. In the way T. Brown from IDEO defines them, prototypes allow space for a real learning attitude, which include the possibility of mistakes and even failure. By promising quick wins, any change team puts itself in a position where there is no other option but to deliver performance – and only performance. This can lead to a level of stress that impedes learning dramatically.

In addition to that, if early results happen to be present, the cult syndrom  can be feared, where a core team starts to believe that 1) it owns a definitive truth and 2) that what has been demonstrated at a usually small scale can be easily amplified to the large scale (which is never the case).

One of my clients often says : (S)he is right the one who is right at the end. And what we want is results – at the end. Even if during the journey and because of learning, results are not as beautiful as expected.

Dee Hock is the originator and served as the first President of VISA International, the global payment system and one of the most recognized brand in the world.

What is so interesting in this book ?

1. It is first and foremost a fascinating story where a very exceptional context (the crisis of the first card payment system in the U.S.) is intertwined with the personal quest of a humble (but quite unconventional) Seattle bank executive. Having a glimpse into such an intimate view is remarkable. Dee Hock describes with a lot of enjoyable details the ups and downs of this amazing  adventure : creating a single entity with thousands of financial organizations around the world without any of them having more power than the other. The story itself is like a thriller with beautifully painted characters (like Hock’s boss – Mr Carlson – who closes every meeting with the attentive address : “Young man, did this meeting serve your purpose ?”).
2. One from Many is also a book about wisdom. Dee Hock wrote it in 1999,  30 years after the beginning of the whole story. It is not a business case built and made up just a few years after the events it depicts. The book has this flavour of time, of long hours of reflections, without complacency but also without bitterness. Despite the seeming success of VISA, Dee Hock is not quite satisfied with the final result. So the book is not about declaring how beautiful VISA has become, it is about the difficulty to bring into life organizations as they ought to be, rather than just as they are or as they could be. This story is a story of life : how can your deepest personal quest resist adversity ? how can an idea(l) find its way through reality ? In a Fast Company interview in 1998, D. Hock says :“[The chaordic organization] idea is a baby, like a daughter or a son. We can have a vision of what it will eventually be. But we won’t see that in our lifetime.” 
3. This book enlarges our vision of what organizations can possibly be.  Chaordic organizations is a concept that draws a lot on nature and the way it blends competition and cooperation at the same time. For D. Hock, “chaordic” means “the behavior of any self-organizing and self-governing organism, organization, or system that harmoniously blends characteristics of chaos and order” (p.13)  Creating chaordic organizations has a lot to do with design : clarifying and making purpose and principles explicit, as well as caring for processes. This is how, at VISA,  the power of one single stakeholder (Bank of America) who used to be licensing its own card and brands to other banks, would be turned into a system (with a constitution) where no one – even the VISA staff or board – had a view of the whole nor more power on other entities. It all resulted both from democratic processes (like regional elected boards) AND from freedom of action of each entity within the guiding principles and purpose of VISA. The efficiency of such a system is really fascinating, for example, when D. Hock recalls the speed of adoption of the VISA name and logo.
4. Finally, I was really impressed by the view of leadership that emerges from this book. D. Hock is a really great leader, and despite his humility I very much doubt that VISA would exist as it is without his vision and persuasion skills. What is impressive in him is the alliance of a very (very, very) ambitious vision and down-to-earth pragmatism. Circumstances, obstacles or failures are seen as opportunities to grow and to learn. Confidence in the power of others is as huge as distrust in bureaucracy. Let me share with you one tasty quote :

In the beginning, there were no titles at NBI [first name of VISA]. When recruiting new people accustomed to the old ways, the question of titles would inevitably come up. In my desk was a long, typed list. With a serious expression, I would explain it was our custom to have each employee select their own title, which they could change from time to time if it failed to meet their needs. On the list was a rich selection : Grand Duke, Lord, Lady, Prince, Queen, Princess, King, Duchess, Ayatollah, Bishop, etc. If employees wished to add a descriptive addition, that would be all right. They could use Ayatollah of Advertising or the Grand Duke of Accounting. The only requirement was that the title must be used on all occasions. No one accepted.

Using the same logic, we had no job descriptions. I was often asked : ‘How will people know what I do ?’ – “If what you do is not readily apparent to everyone, that becomes a very interesting question” I would reply. (p. 245)

One From Many has never been so relevant as today. Maybe because Dee Hock sowed the chaordic concept like he sowed hundreds of trees in his land after he retired from Visa, he sees its development and putting into practice as very slow. Will the current crises accelerate the emergence of the type of organizations that he described more than 10 years ago  ? Or will it take – as Thomas Kuhn teached us – a whole generation to really live the paradigm shift and experiment the Chaordic Age ? Whatever the answer may be to these questions, the legacy of Dee Hock for all of us who look for more human organizations is enormous. As Renaissance people used to say : “we are dwarfs on the shoulders of giants”. Dee Hock is one of these giants.

More on Dee Hock and Visa story > Fast Company article, 1995

A very short post to comment a quote from Robert Kegan in Contemporary Theories of Learning, Editor Knud Illeris, Routeledge, 2008 :

Adult educators with an interest in transformational learning may need a better understanding of their students’ current epistemologies so as not to create learning designs that unwittingly presuppose the very capacity in the students their designs might seek to promote.

It may surprise you, but this quote came to me as a big insight. For several years now, I have been trying to introduce self-managed learning practices in organizations. I have always noticed a huge difficulty for people to engage in such an approach because it is so different from all what they may have experimented as learning methods before.

So what does this mean practically. What we “seek to promote” in self-managed team learning is a way of learning that is at the same time very personal and reflective (individual learning contracts, for example), but also based on social interaction (learning sets, for example). Both of these attitudes are different from “current epistemologies” :

1. At school, but also in organizations, people are not asked to go too deep into self inquiry. What prevail – even in high level education or corporate training – are tools, methods and recipes.
2. Most of the time, people think about learning as if it was a solitary activity (if not a solitary pleasure…). Evaluation systems and their link to compensation systems in corporation do rarely make space for team learning and team preformance.

Thus, if we want to promote self-managed team learning, we need to start with (and pay attention to) activities and practice that satisfy these habits or mental models (“epistemologies”) such as  formal explanation of immediately useful tools and rewards for individual efforts.

Maybe this sounds very obvious to you… For me, it has implied many years and a few rather difficult experiences to understand. But as Johannes Partanen, the founder of Team Academy says : Learning is always slower than what we believe.

It’s been quite a while since I saw the beautiful movie “The King’s Speech“. Many comments have been made about this work, but I’d like to focus on nine lessons that this story gives us about the office of a coach.

1. Chose your field

Lionel Logue – Bertie’s (the future King George VI) coach – does not accept to go to the royal palace for the coaching sessions. He works in an environment he knows, and with the rules he sets. Sometimes, as coaches, we accept conditions (space, time,…) that we know we shouldn’t. Is this because we believe that the client is king ?

2. Aknowledge your mistakes

At some point in the movie, Logue pushes his client to an extreme. The scene is quite violent and the relationship seems to be broken. Only Logue’s deep and authentic humility (He tells the King : “I’ve been too far” ) can restore the confidence. It is only when we accept and do not hide our own limitations that we are believable as coaches.

3. Listen for the unheard voice

One element that I found really strong in the movie is the identification between the King’s story and his people’s story. In a way, we can say that the King is legitimate because his voice has not been heard, just as the voices of all the British soldiers coming back from WWI. Logue’s mission – like any coach’s mission – is to listen to that unheard voice and to give it possibilities to be amplified.

4. Train the mechanics AND become a friend

It is very touching to see how Logue is at the same time on a very technical mode , i.e. training the physics (the mechanics ?) of speech AND on a relational mode that makes him become one of the very few friends of the King. This is really key because many times we just focus on our technical expertise, forgetting that, at the end of the day, it is not technique that makes the difference. I think that you can only coach well someone you would be happy to have as a friend, which implies a deep understanding and confidence, but also a strong community of values. Having said that, I do not dismiss tools and methods, since this is what establishes credibility from Day 1. It is  truly helpful for George VI because, without it, the King would never have undertaken the journey !

5. Don’t forget you are not the only coach

The character of George VI’s wife, Elizabeth, is really beautifull. She is the main driver to the King’s changes. She sets the first appointment with Logue, she encourages the King during the process, she sees the political importance of radio in resisting Hitler’s domination. So, Logue is not the only coach. This is something you have to accept : the development of your coachee does not only depend on you. This is bad news for those who see coaching as a way to have power ! But very good news if you think that – in your work as a coach – you can count on many other allies.

6. Be coached

Logue also has a wonderful coach : his wife. She helps him a lot during the whole process. She gives him both advice and support when it becomes too difficult to handle. OK, many people may say that your beloved one cannot be your supervisor. I do not agree fully, but… my main point here is that you cannot coach if you do not have a steady experience of being coached.

7. Focus on revealing the inner Greatness

This point is probably one of the most obvious when you read about coaching, but it is beautifully shown in the movie. Logue believes deeply in the possibility for the King to face the responsibility that History gives to him. As a coach, he sees and works with what is best inside George VI. In fact, I don’t know how you can coach without this belief that your client has the capacity to search, find and develop her greatness, whatever the circumstances.

8. Trust your empirical knowledge

Logue is not a certified coach ! He has worked with many soldiers coming back from WWI and has built his expertise on his own observations, his own intents and maybe his own mistakes. Don’t hide behind your diplomas or references. Each coachee is a new “case”, a new opportunity to learn. Each coachee also brings to you part of the solution. You are not alone, and this is probably what makes coaching closer to an art than to a mere developmental technique : isn’t it something like a dance between coach and coachee, when it is at its best ?

9. Be a human

Logue is first and foremost a human being. In fact, the Aha ! moment for the King comes precisely when he dares to accept his own humanity. What separates him from the rest of the world (his kingdomness) is also what separates him from himself. Because Logue had the innocence (or the courage ?) to talk to him from a human being to another human being, the King can aknowledge that he too is a human. Maybe the fact that Logue is not British helps him to talk to the King with such freedom. Maybe. But establishing the relationship at this level is the key to all what happens in this story. This is something we tend to forget (or we are often afraid of) in our profesional relationships.

Thank you, Tom Hooper (Director), Colin Firth (Bertie), Geoffroy Rush (Lionel Logue) and Helena Bonham Carter (Elizabeth) for these simple though deep lessons !

This book is really cool. You travel from studio to studio of 20 contemporary painters and you discover how they work : daily routines, material they use, etc. This is like going in the kitchen of a great restaurant. Wizardry stands in the middle of apparently ordinary spaces and tools. But these have been crafted and customized to serve a unique purpose.

Edgar Schein’s last book is both simple and profound. If you are looking for fresh view on how to give and receive help, this is for you. Schein main point is that what makes whatever helping relationship so touchy is that it creates an imbalance between people. How can we deal with this imbalance subtly ? Find out more in this beautiful book of a wise old man.

Wow !!! I just loved this book. You may have seen Sir Ken Robinson in one of his TED talks, but The Element is different. It shows you through examples of real people how important it is for you to play “in the zone” – i.e. to find your Element.  This goes beyond what you’ve learned about emotional intelligence or creativity, it is about a lifelong quest to find where you will give the very best of who you are. And Robinson’s good news is that there is no age limit for this quest !!!

If you’ve never read a book from Timothy Gallwey, The Inner Game of Stress might be a good way to start. You will find many of Gallwey’s main themes and concepts, but framed to help you deal with stress. This legendary coach fights against many managerial myths. For instance, he tells us that stress is NOT good  and that stability is essential for performance. Now, you have to find your inner stability. And that’s where practical tools like drawing your “Tree of Resources” is so valuable. This book helped me a lot in a recent stressfull time, so I highly recommend it.

Is it necessary to present Nancy Duarte ? Probably not. Her last book his a jewel. Not only because it is so beautifully designed and illustrated, but also because it contains the results of years of research and experience. This really personal view of how to tell stories that resonate with your audience has wide implications for anybody who has a message to deliver – be it a simple presentation to your team or a public speech with a large audience. Nancy’s core message is simple : speak from your heart so that you can touch people’s hearts. But this means for you to be very clear about the future that you want to create. A special mention for the deep analysis of Steve Jobs’ and Martin Luther King’s well known speeches.

I read this book last summer and I can say that it truly changed many views I had about business in general and marketing in particular. The ambition and reach of The Power of Pull are wider, though. Seely Brown, Hagel and Davison embark us on a journey towards our present and future society. What they say is that new technologies – social media particularly – have changed the rules of the game : we leave the world of “Push” logic and behaviours for a world of “Pull”. Implications are enormous in many fields (business, education, science,…) but they require very different skills and attitudes from us. The authors invite us to take part in this flow of discovering where our passion is, sharing our knowledge, connecting with the tribes that are relevant to us – both locally and globally.

OK, Guy Kawasaki is not only an expert in the art of Enchantment but also in the art of Recycling (former books, articles or posts…) BUT his talent lies in his ability to deliver very practical wisdom… to live your life fully. His point is that whatever client or boss (or reader or family or …) you have, you can enchant their lives. And this is a GREAT purpose. Guy believes in it. Guy genuinely inspires us. Guy gives down-to-earth advice. I loved this book because it is actually a book on leadership in the age of disenchantment (a wink to Max Weber) and I think that our times desperately need such leaders.

This could have been an Appendix or a special Bonus of  The Power of Pull (see above). But I think it is much more than that. John Seely Brown and Douglas Thomas decifer the new way of learning in our world of social media. Playing (like in World of Warcraft), writing a blog, following experts on Twitter,… All these activities show us new ways of learning that are essentially social (within a community), linked with passion and building on our ability for imagination and play. Learning becomes a truly lifelong activity and Seely Brown and Thomas provide usefull keys to understand how this shift changes our current mindsets and practices. A must read.

Fish ! is a simple little book that opens your mind on the potential that is already present within your current workplace. It is not because the work of your team is ordinary that you cannot transform your days through joy, fun and meaning. Fish ! describes the change of a boring and execrable workplace to a sensible and joyful one. Why not giving it a try ?

In the spirit of changing the workplace for happiness, Henry Steward – happy CEO of Happy People (Great place to Work 2010 in the UK) – proposes us a tale about the transformation of a manager. It all starts on the beach, where this poor guy is not able to enjoy any minute of his holiday… Step by step, he learns how to let his team do the work (without him having to command and control). This book is full of practical insights and you can tell that they come from Henry‘s experience – not from a consultant’s utopia. As Isaac Getz puts it : Freedom works !

1. Problems are the same everywhere
2. Technology does not change our desire of authentic relationships

Problems are the same everywhere

On Friday morning, I took part to a workshop led by the brilliant entrepreneur of Buzzcar, Robin Chase. Other participants were urbanists, architects, designers, social workers, … and the workshop was about designing the city. Though I have no knowledge whatsoever in this particular field, I’ve been amazed by what these professional were describing : exactly the same kind of problems that large companies meet ! Here are a few examples :

• Perverse effects of the dependance of architects on contests = perverse effect on metrics in management
• Fragmentation of stakeholders  (“programmeurs” > architects > builders > people who would actually live in the communities) = silos, bureaucracy and complicated processes in large organizations
• Very weak (or impossible) participation of basic citizens in decision processes = nobody is really advocating for the customer, people’s voice at the bottom of hierarchies is seldom heard, even if they have relevant knowledge to solve complex issues
• Each and every space has to be filled (in city planning), there’s no room for people to create, invent, own where they live = standardization of processes (thank you ERP of all kinds !) and difficulty for people to just stop, think and talk (as if the large organization was afraid of silence or emptiness – UNbusiness… ?)
• Need and trend to go towards flexible / mobile structures (Lego® type) = need that organizations treat more or less through projects, networks, communities of practice, but with a difficulty for traditional managers to operate in different organizational modes
• Need for experimentation and tolerance for errors = again, we see that need also in organizations (design thinking, intrapreneurship,…) but with high cultural resistance

This conversation reinforced in me the belief that what we are living is a transition happening in all realms of life (cities, business, politics, education, sciences,…). It is probably bigger than our understanding of it, but it has a direction – and it is meeting everywhere strong attachment to old ways of thinking and acting.

Technology does not change our desire of authentic relationships

The second main insight came from a very interesting presentation made during the “pitching” session where 7 promising start-up exposed their idea. The NEEN project (Non-verbal Emotional Experience Notification) showed a simple iPhone App able to deliver message to a beloved one in a more personalized way (not through email, but as if you were passing an envelope under a door). This presentation made me think about how much we are looking for ways to have technology more adapted to us, human beings; a technology more subtle, allowing us to express emotions, feelings, in a soft, simple way. As if the ultimate goal of technology is its own disappearance. In that sense, television – for instance – has been a wonderful technology: when you watch a great movie or football game, you forget the TV itself. I think that Moore’s law will end up in a world where much of IT hassles will disappear. In May, during my trip to California, I took part in a wonderful demo of future videoconferencing technologies. Much more “presence” than with Skype, of course – but still far from what we are likely to see in 10 or 20 years from now. In fact, technology acceptance – as Bertrand Gille noted many years ago – has a lot to do with social needs of a particular time. And I sense that our time is in desperate need of authentic relationships. Technologies that allow these kind of relationships will make the difference.

Talking about this need, I cannot end this post without a comment on the presentation made by my friend Ville Keränen from Monkey Business and Team Academy*. Looking at all the Twitter comments on #lift2011 about his presentation, he raised an enormous wave of sympathy and enthusiasm. Isn’t it because he shared his views with such a vulnerable attitude mixed with sharp relevance and simple sense of humour ?

***

Coming back to my introduction, this is probably the most interesting lesson for me in this LIFT 2011 : roots are our relations to our soil, to what feeds us. 21st Century soil is  different in many ways, because of both the crises AND the possibilities it contains. But at the same time it remains a soil where humans (individuals as well as societies) have to grow. It is great to discover this in a high-tech conference. Thank you Lift and thank you Fing !

* (by the way, one of my teamster at Team Academy Angers told me that I never mentioned Team in my posts… this is done)

What happened ? I discovered last week that my assistance contract lasts only 47 months…and not 48 like my car !!! Which means practically that instead of having my costs covered normally by my contract, I had to pay more than 500 euros for the maintenance and the repair of the air conditioning that had some problems.

With a beautiful “commercial” smile, the Mercedes representative told me that “it [was] really a pitty !”, especially given the fact that had I made this visit 12 days before then I would not have to pay anything.

Sometimes I have a feeling that Umair Haque is overstating his criticisms towards what capitalism has become. But in cases like this one, I can only accept that what he calls “zombie economy” is pervasive. Has a brand like Mercedes any intention to survive in 21st century, while behaving like this with its customers ??? People don’t like being bullshitted. I don’t like it either. And I will tell it to that company very simply : just by stopping buying from it.

For all of us a WARNING : before trying to recruit new customers, are we sure that we behave in a way that will keep our current customers loyal ? It all depends on our consistency in delivering what we have promised them.

I just come back from a trip made with a team of 15 persons from a large French retail company. We went there from May, 23 to May, 29 2011 and visited companies like Whole Foods Markets, Lowe’s, Ideo, Cisco, Google, Crushpadwine, but also places like the Delancey Street Foundation, the Brower Center or the Stanford Design School. We also met some experts like D. Piotet from Rebellion Lab and young Silicon Valley entrepreneurs (classroom.tv). In this post I’d like to share a first set of thoughts about this journey, mainly business insights.

Believe in your concept

Maybe one of the first impression in this journey has been to discover the power of a business concept. This was particularly clear in three restaurants we were in : one  copied the atmosphere of the 50′s,  another one was entirely dedicated to Forrest Gump and the third one presented a whole experience of a Japanese food made by a chef under your eyes. Whatever the main theme, all the settings, dressings, decorations, menus,… converged towards a specific customer experience. This focus allowed a very unique atmosphere. In our businesses, do we really believe in the power of our value proposition ? Aren’t we always tempted to compromise and to mix our business stand with many other unnecessary features ? Customers want clarity. A specific concept fully developed in each and every detail is what will give them enchantment.

Make your processes explicit

On day 1, just after jumping from the plane, we biked the Golden Gate Bridge. I was struck by the little bike renting company. In an apparently simple business, these people managed to build a very coherent experience through their process. Key moments were very well defined (departure, difficult orientation choices, return of bicycles). For example, before leaving, a crew member would give us the bike, adjust the saddle in front of us and explain the use of the padlock. Another one would give us a bottle of water and encourage us before leaving. All this process would be done one by one, as if every person was absolutely unique. Again, how often do we assume that our customer understands all our procedures or rules just because they are so obvious… to us ? How often is a customer experience limited because we just did not care to detail our processes till the end ? This attention to details is of course very linked to the clarity and coherence of a concept. One could easily say that if your concept is vague, so will your processes and vice versa.

Dramatize the customer experience

I just mentioned the power of your business concept and the necessity to make your processes explicit. These two elements are very linked to a third one : life is theater and theater is life. In two occasions, we have been introduced to our visit in theater rooms (Delancey Street Foundation and Brower Center). This was no accident : in both cases, this was a way to set the scene and have us understand that 1) we were treated like V.I.P. and 2) the people we were to meet were like important actors. At Lowe’s (DIY leader), we have been welcomed in the store also like in Cannes festival, with no less than eight persons in line, in their uniform, greeting us individually. Setting the scene is a key activity any leader (or marketing person) has to do again and again. This is the way our daily operations or conversations don’t fail into triviality or automatic behaviours. Muhammad Yunus used to say to his bankworkers at Grameen Bank : “You’re an artist, not a machine !”.

Pay attention to the place (Bâ)

If life is a stage, then you have to take care of the place where you play. This is like your home. During this week in California, I have been very impressed by several places that really expressed without words the intention of its creators. One is particularly obvious : the Hasso Plattner Design School of Stanford, where innovation is stimulated by open spaces, flexible offices, creative materials at hand, trendy  furniture, big white boards, etc. But this consistency of a building and its purpose was also very visible at the Brower Center. All the design and decoration of this building expose the latest technologies in green construction, but also a new way of living a healthy worklife. At a certain point, Google premises where we had the chance to spend a couple of hours also demonstrate some of the company deepest beliefs (like the necessity to take care of employees).

The question that these places raise is very simple : do our building or our offices truly reflect our vision of work ? our vision of the world that our products or services tend to create ? The concept of Bâ proposed by Japanese philosopher Nishida has been described by knowledge-creation specialist Nonaka like this : “Bâ can be thought of as a shared space for emerging relationships.” Isn’t it what our workplaces are (or should become) ?

California is inspiring. Now, let’s apply these insights !!!