Speaking Up About Courageous Leadership: I learned about leadership on the job over thirty years as a CEO. We'll talk about leaders, leadership challenges and leadership ideas.

Speaking about Sister Courage

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Courageous Leadership contributor Anne Doyle is a Detroit-based leadership and communications consultant, former TV journalist and global auto executive. For more: her website -- and blog.

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logo_small.jpgPlanned Parenthood’s 25-year Plan, Here's Fast Company Magazine's interview on how Gloria led a movement to create a bold new long term vision for the future.

How do you lead deep-seated change in a large organization where just about everyone expects to have a voice? Here are a few rules that Gloria Feldt used to pull it off at Planned Parenthood.

Create urgency. PPFA's affiliates had to understand that this was a crucial moment, "that we really could change the direction of the organization's future," says consultant Watts Wacker. The solution: an invitation-only summit with big-name speakers.

Include everyone. Feldt's committee pushed itself to get input from every corner of the organization. That meant hundreds of meetings with affiliates, whose input was distilled at regional sessions. Many affiliates also involved their clients and community groups.

Adapt the process to the culture. A by-the-book style never would have flown at PPFA. So the organization designed a standard innovation process, but it let local groups veer off course, as desired.

Make it transparent. At every turn, the PPFA committee published and shared the results of its work. The idea was that including people in the process would win support -- and would also sharpen the final product.

Lead, but don't control. Feldt, says Wacker, "saw that you can't 'increment' yourself into the future. She got her board to listen, then put people in place who responded." But she respected the culture of her organization; she recognized that change needed to be driven from deep in the ranks as well.

Read the rest:

Downloadable PDF

Fast Company Magazine Profile

Dr. Riane Eisler interviews me about leadership and how one learns about it. Listen here.

 

ENCOURAGING WORDS:

"If you're going through hell, keep going." - Winston Churchill

"You may be disappointed if you fail, but you are doomed if you don't try."
- Beverly Sills

The main thing is to keep the main thing the main thing. -- Stephen Covey

"I have not failed. I've just found 10,000 ways that won't work." Thomas Edison

"Life is not about waiting for the storms to pass...it's about learning how to dance in the rain."--I don't know who said this but I sure do believe it!

“Whatever you can do, or dream you can, begin it. Boldness has genius, power, and magic in it.” Goethe

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Some places I've made presentations on leadership:

National Association of Broadcasters
Citibank
Harvard Business School
International Leadership Forum
Carole Hyatt Leadership Forum
Planned Parenthood Leadership Institute

 

MY FAVORITE LEADERSHIP LINKS and RESOURCES

Anne Doyle

Fast Company

First Matter

Guy Kawasaki

ILF Post

Judith Glaser

Mary Boone

Reclaim the Media

Tom Peters

Women's Leadership Exchange

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Sunday
05Jul2009

What They Didn't Teach Katharine Weymouth at Harvard Business School

It's really mind boggling when you think about it: The Washington Post's cockamamie scheme to sell access to reporters and editorial writers shows the current desperation within the traditional mainstream media world. Could this be why many people regard “business ethics” as an oxymoron?

Weymouth is a lawyer and Harvard MBA graduate. She worked 12 years within the Washington Post company before becoming its publisher. Her background was right for the job, her relative youth would make you think she'd come up with some creative new ideas for making the company financially viable in this challenging brave new world of 24/7, flattened out, digitally-driven media.

She rightly focused on her imperative to bail the sinking ship financially. But she failed to see that financial success for a mainstream newspaper is rooted in the integrity of its journalistic mission. Once that mission is lost, people will lose faith and even the most loyal readers will move on to other news sources.

Apparently Harvard neglected to teach her the most important element of long term leadership success.

In the news biz, even for-profit media organizations are quasi-public trusts. In the wake of diminishing advertising money, "old" media companies must understand what most not-for-profits have to live by every day: No organization deserves to survive. You have to earn your survival every day by staying ahead of the curve, and by doing what the world needs from you now, not by standing still doing what you've always done for an ever-shrinking audience.

Weymouth chose to address the needs of the small Washington insider world of lobbyists and fat cats to the detriment of the larger public's desire for reporting and commentary that might not always be 100 percent unbiased, but at least ought to be reliably unbought. Having recognized the mistake and called the plan off, let’s hope that she has learned a lesson she can teach to the Harvard B-School.

http://www.GloriaFeldt.com/leadership

Reader Comments (1)

Diminishing advertising dollars doesn't have to be a concern as long as businesses know how to make up for it in free advertising. The Internet is full of no cost advertising opportunities.

August 2, 2009 | Unregistered Commentermlgreen8753

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