Finding North
by Peter Vedro

• Review: What we covered in the previous column.
• Getting Alignment: Getting everyone in an organization to move in the same direction.
• Finding North: A helpful exercise to try with your group. [Editor's note: I did this exercise in a group with Peter and it was fun, interesting, informative, and really useful.]
• Debriefing: Finding the true value of the exercise.
• Questions to Ask: Sharing the experience.
• Summary: Remember, what you feel is neither right nor wrong, good nor bad, it just "is."
• Organizational Challenge: There is hope.

Review

Last column, we discussed ways to avoid "speed traps" by distinguishing between "speed/activity" and "direction/results." I recommended two filters:

• Pareto's Law (20/80)—Use "importance" vs. "urgent" as one lens; and adopt Mother Nature's Formula: We've got two eyes, two ears, two nostrils, but only one mouth, i.e., "look, listen, and smell the roses" twice as much as you "talk."
• As I mentioned, Mother Nature is a pretty good mentor if we pay attention to her counsel. And so, I'd like to expand the "nature" metaphor to discuss this issue's challenge at the "managerial" and "organizational" levels.

Getting alignment

One of the greatest challenges in any organizational setting is getting everyone (individually and collectively) to move in the same or desired direction. As you will see, moving "in the same direction" does not mean "in lock step!" Nor does it deprive people of their individuality.

As an "experientialist," I try to create environments in which diverse "human systems" (as individuals and as groups) can learn about themselves and how they function as a group, as well as other systems they relate to—all the while involved in activities.

"Here's a simple but effective "experiential learning" exercise I use at the beginning of any consulting assignment to help everyone get in touch with themselves and the group. It also creates a common language we can use in future exercises.

This exercise demonstrates how important, yet difficult, it can be to integrate the four levels of leadership. Starting with this exercise is the best way I've found to help individuals and groups better understand themselves and work together.

Finding north

I've included "directions", which you can adapt to your physical conditions, and a running "commentary" to use as the facilitator.

1. Have the group members stand and carefully extend their arms to give them a comfortable working space.
2. Before giving further instructions, ensure that everyone knows to "listen" to your directions carefully and only "engage" when you direct them to.
3. Have everyone close their eyes. ("Go on; trust me!")
4. Slowly turn in a circle until directed to stop. ("Keep your eyes closed!") Let people turn enough to get disoriented from their original position.
5. Stop! ("Keep your eyes closed!")
6. Carefully extend your right arm and point in the direction you believe to be north. ("Do the best you can with the information you have available to you—keep your eyes closed!")
7. Extend your arm fully. ("Go on, make a commitment!")
8. Listen carefully to the next set of instructions!
9. With your arm still extended, open your eyes and look around the room (people pointing in every conceivable direction—including up and down—lots of laughter here).
10. Now, paying attention to everything, including your own "internal" monologue, slowly move in the direction your arm is pointing. ("Just keep moving until you can't move anymore." People will bump into each other, encounter obstacles, etc. Facilitator, watch carefully for the variety of responses exhibited, i.e., bumping into others and pushing them out of the way or changing course and following them; climbing tables; stopping dead in their tracks, etc.)
11. When most people have reached the limits of the physical space, or when appropriate for time, stop.
12. "OK, let's return to our seats and talk about what we experienced!"

Debriefing phase

It is here, in the "debriefing" phase of the exercise, that people discover the value of the experience. I'll go through the 20%—the questions the "facilitator" asks—which elicits the 80% from the group—the value of the exercise.

The facilitator sets the context by making the following statement:

"I'm going to ask some questions about the experience, from the beginning of the exercise to the end, and ask those of you who would like to share to tell us "what happened to you?"

The facilitator then asks the first question as outlined below and, after the response, asks that person, "And what did you learn about you? What you learned is not right, not wrong, not good, not bad—don't pass judgment, just what did you learn about you?"

After the person has spoken, acknowledge with "thank you for your insights." And then ask the same question of another participant; repeat until enough people have spoken, and then move on to the next question. Try to have as many people respond as possible. Don't be afraid to wait in silence.

The questions

Q: Would someone please share what they "experienced" at the beginning of the exercise, when I asked you to stand, close your eyes, and turn in a circle?

A: Answers will range from "foolish" to "annoyed" to "interested." There will be "funny" responses first, such as "I get dizzy when I turn in circles!" But as you ask others the same question, deeper answers will surface, such as "I wasn't comfortable… I cheated and opened my eyes…" etc. Don't forget to ask, "And what did you learn about you?"

Q: Great. When I asked you to open your eyes and look around the room, what did you experience?

A: Again, the funny responses will come first. People will enjoy the humor of discovering everyone pointing in so many directions! Responses will include "I didn't realize so many people were so lost!" or "Why were you pointing at the ceiling?" Deeper answers will surface, such as "I wasn't sure what the right direction was, so I looked at my ______, (boss, peer, friend, spouse, etc.)."

Q: Excellent. Now, when I asked you to walk in the direction of your extended arm, tell me what you experienced?

A: Responses will tend to get more serious here: "I wasn't really sure what to do, so I just moved forward." "I looked around and saw the way MOST people were going, and regardless of where my arm was pointing, I followed them." "I continued to follow my ______, (boss, peer, friend, spouse, etc.)."

Q: Tell me what you experienced when you encountered "obstacles".

A: Responses will include: "I bumped into someone (or something, like a table or chair) and I…

• "pushed right by them; (climbed over it!).
• "apologized for being in their way; (stood still and waited).
• "changed my direction and followed them; (backed off)."

Q: Now this question is specifically for the "someone" who was another's "obstacle." What was your experience? How did you feel?

A: Responses include "He just pushed right by me like I didn't exist, and I wanted to smash him!" or "I saw her coming, and I stepped aside to avoid contact" or "I stood my ground! Let them go around me!"

Facilitator summary

The facilitator summarizes: Thank you for your participation in this little "experiential learning" exercise.

Remember, what you feel is neither right nor wrong, good nor bad—it just "is."

First, there is an opportunity here to discover and learn more about ourselves-about the forces that act on each of us, forces that are often "invisible" to us, but nevertheless "drive" our specific responses, our behavior or our actions. You see, in the absence of clarity—(where is North, anyway?)—it is exactly these "invisible" forces that determine our response.

The idea is to get better acquainted with these forces before we act and determine IF that is indeed the way we want to act or respond. (More on this challenge—changing our habitual responses—in another column when we return our focus to the "personal" level.)

Organizational challenge

If there can be so much potential "misalignment" in just this simple exercise, is there any hope for more complex situations—such as organizations?

Yes, there is hope.

Let's return to our group, with each member pointing in the direction believed to be "north." For the moment, let the "pointing" represent their "individuality" or their unique "way of being" or way of contributing, more than any actual "north."

Imagine, if we can create a "magnetism" or "gravity" that draws all of these individuals, still in their own unique positions, toward a common direction. Then we've got the best of both worlds: individuals contributing in their own way but all moving in the same direction.

It is possible to create that leadership "magnetism" or "gravity" to draw diverse human systems together while at the same time respecting their uniqueness. In the next column, we'll look at how the human body (Mother Nature) accomplishes this as a model and metaphor for organizational structure.

About the author

For the past 15 years, Peter J. Vedro has worked as a "human systems architect," helping design, build, and integrate the four levels of personal, interpersonal, managerial, and organizational functionality. Formerly a founding vice president with Stephen R. Covey, he helped develop and launch the Seven Habits Organizer and The First Things First Program, as well as deliver dozens of three- to five-day executive seminars on Principle-Centered Leadership and The Seven Habits. He's worked with companies of the Fortune 500, as well as Silicon Valley start-ups, bringing together his insights drawn from the fields of education, psychology, theater, and business.

He can be reached via e-mail at: pjvedro@consultant.com

Illustration: Working plans by Jonathan Evans by www.artville.com
 

[A better you] [Finding North] [Mother Nature] [Dynamics]

Each month, this column looks at leadership challenges involving one or more of four levels:

(I) personal (me)

(I:I) interpersonal (me and you)

(I:X) managerial (my group or department or family)

(I:X²) organizational (all groups or all departments or extended family)

A few guiding principles

1. Like all "living" systems, these levels are holistic and integrated; change at one affects all—upward and downward, internally and externally.

2. If we want to make change, the best (the only) place to start is at the "me, myself, and I" level.

3. Although we can strive to influence others, we are left with the reality that we can only "change" ourselves.