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

 

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Anne Doyle

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« Is Social Media Your Best Leadership Toolkit? | Main | How Do You Rate Obama's Leadership on Health Care Reform? »
Monday
03Aug2009

What Can We Learn From Health Reform's Leadership Laboratory?

The health reform debate gives us an interesting Petri dish in which to observe leadership--or not.

Management of controversy always tests leaders. Leaders on the right are typically clearer and more aggressive in delivering their message (whether factual or deliberately untrue, as in the example below) than those on the left. This calm, measured interview with Kentucky Democrat Rep. John Yarmouth talking about what he anticipated discussing with his constituents during the August recess is a case in point on the left side of hte political dial:

In contrast, catch demonstrators on the right trying to shout down Rep. Lloyd Doggett (D-TX) at his Austin TX town hall in order to shut off any chance of Congress' reforming the health care system. They know their goal and they go for it:

Who do you suppose is leading this opposition effort and why are they shouting instead of discussing? is it perhaps that they don't have the facts on their side so they resort to pounding the table?

But it is possible to turn the controversy around to help make the case for health reform.

Doggett, who pointed the finger of blame for the raucous demonstration at Republicans and Libertarians wanting to make Obama's plan to fail simply because it's Obama's, did a good job of using the controversy as an opportunity to present his argument for the health plan legislation and to set the record straight on the outrageous allegations that the plan will pay for or encourage euthanasia.

President Obama is trying to mobilize, educate, and activate grassroots constituents during the Congressional break, but I think he'll have a hard time for three reasons reflecting common leadership mistakes.

First, he gave away control of the agenda by punting the development of health reform legislation to Congress. Obama saw how President Clinton was burned when he presented a full-blown plan to Congress so he not surprisingly  became twice careful. But that reticence to declare himself allowed the Democrats to splinter quickly and gave the Republicans a big opportunity to gin up numerous red herring objections. He who sets the agenda defines the terms of the debate--Obama gets low marks on this score.

Second, the vaunted Obama organization waited too long to start organizing its grassroots, whereas the Republicans have been laying their tracks for a long time.The Democrats are playing catch up, perhaps having placed too much faith in largely nonprofit advocacy groups to do the work. When you're up against Goliath-sized insurance, hospital, and pharmaceutical business interests, your slingshot had better have the best technology and your David will need considerable reinforcements in place for a long and nasty battle.

And third, Obama started from a compromised position. He and the progressive members of Congress have too few chips for negotiating for truly universal coverage. The public option as an option rather than the core of the plan probably doomed it from the beginning. A leader is willing in times of crisis--and just about everyone agrees our health care system is in crisis--to have the courage to put a stake in the ground and lead toward it rather assuming a reasonable consensus omelet will be made without breaking any political eggs.

Whatever the outcome of the health reform debate, it's a fascinating leadership study. Still, the fate of America's health care system is too important to our personal lives to be merely a laboratory experiment.

Reader Comments (2)

hi Gloria--I think you make many excellent points...in the meantime, FAB is going to weigh in on comprehensive reproductive healthcare, including abortion, by writing to the wives of Senators. Do you have any advice on where to send our snail mail so that the wives actually receive our message? We know everyone's back home, but more than that?

p.s. your post illustrates why the Obama administration needs a feminist advisory board...especially w/some of the more experienced warriors, like you...oy...

August 4, 2009 | Unregistered CommenterMadamaAmbi

Madama, I don't have direct snail mail addresses. Probably the best would be to send to the local offices of the members, which you can find on their websites.

What about the husbands of female members?

Thanks for your work!

August 7, 2009 | Unregistered CommenterGloria Feldt

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