Linda Henman is one of those rare experts who can say she’s a coach, consultant, speaker, and author. For more than 30 years, she has worked with Fortune 500 Companies and small businesses that want to think strategically, grow dramatically, promote intelligently, and compete successfully today and tomorrow. Her clients include Emerson Electric, Boeing, Avon and Tyson Foods. She was one of eight experts who worked directly with John Tyson after his company’s acquisition of International Beef Products, one of the most successful acquisitions of the twentieth century.
Linda holds a Ph.D. in organizational systems and two Master of Arts degrees in both interpersonal communication and organization development, and a Bachelor of Science degree in communication. Whether coaching executives or members of the board, Linda offers clients coaching and consulting solutions that are pragmatic in their approach and sound in their foundation—all designed to create exceptional organizations. She is the author of Landing in the Executive Chair: How to Excel in the Hot Seat, The Magnetic Boss: How to Become the Leader No One Wants to Leave, and contributing editor and author to Small Group Communication. Her latest book is Challenge the Ordinary: Why Revolutionary Companies Abandon Conventional Mindsets, Question Long-Held Assumptions, and Kill Their Sacred Cows, published by Career Press (May 2014).
Here is an excerpt from my interview of Linda. To read the complete Part 2 interview, please click here.
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Morris: When and why did you decide to write it Challenge the Ordinary?
Henman: I have been consulting for more than thirty years. Each year, I ask myself, “What has changed and what is likely to change?” When I saw the economy slipping in 2008 I realized the way we’ve always done things won’t take us into the future. Leaders have to do better, and companies can’t do what they’ve always done if they hope to remain competitive in the new global economy. So, as soon as I finished Landing in the Executive Chair, which is a “how to” book for those who want to run a company, I decided I’d better offer some guidance about what they needed to do with the reality that had surfaced since that book came out.
Morris: Were there any head-snapping revelations while writing it? Please explain.
Henman: People have started batting around the word “culture” as though it were a conversational shuttlecock. When an individual, merger, or organization fails, culture takes the blame. We use the word fairly arbitrarily, citing it to explain why things don’t change, won’t change, or can’t change. It’s that subtle yet powerful driver that leaders strive—often futilely—to influence.
We have to recognize the fact that some abstract thing like “culture” doesn’t cause our problems: it’s bad decision-making and bad decision-makers. If we don’t get that, nothing will change.
Morris: To what extent (if any) does the book in final form differ significantly from what you originally envisioned?
Henman: Originally I focused only on talent but then realized I needed a broader approach to what needs to happen in an organization in order for the most talented people to do their best work.
Morris: As I indicate in my review of the book for various Amazon websites, there are dozens of passages throughout your narrative that caught my eye.
For those who have not as yet read the book, please suggest what you view as the most important point or key take-away in each of these passages.
First, The Paradoxical Organization: Transient and Timeless (Pages 14-16): How best to resolve this paradox?
Henman: Leaders have to understand what must change and what must never change. Good judgment, for example, must never take a holiday.
Morris: Head in Exceptional Directions (38-42): What do you mean by “exceptional” and how best to identify such a direction?
Henman: “Exceptional,” by definition, means rare, and it means future-oriented. Only those leaders who have crystal ball thinking will see into the future to anticipate both challenges and opportunities to their strategic decisions.
Morris: The Feud Between Strategy and Decision-Making (50-55): How best to end it [begin italics] permanently [end italics]?
Henman: Tactical decisions are easy, so people prefer them. Deciding how to use your time today doesn’t seem very scary or threatening. However, when you string too many days together and don’t tie your activities to strategy and fail to innovate, the competition gains a foothold.
Morris: Indecision: The Culture Killer (71-73): How so?
Henman: We blame culture for problems, but once again, success and failure come back to decision-making or indecision. When senior leaders consistently make good decisions, little else matters; when they make bad decisions, nothing else matters. Any student of organizational development will tell you that a pivotal decision—or, more likely, a series of pivotal decisions—literally separated the businesses that flourished from those that floundered. Every success, mistake, opportunity seized, or threat mitigated started with a decision. When people realize the following, they can overcome indecision:
o All decisions are not created equal.
o Action trumps theory.
o Few decisions require 100% accuracy and precision, so move when you’re 80% ready.
o Consensus is overrated.
o Accountability saves the day.
Ultimately, one person has to own the decision. One and only one person needs to serve as the single point of accountability.
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To read the complete Part 2 interview, please click here.
To read Part 1 of the interview, please click here.
To check out my review of Challenge the Ordinary, please click here.
Linda cordially invites you to check out the resources at these websites:
The Henman Performance Group link
Her Amazon link