[Podcast] Earbud_U, Season Three, Episode #6 – Mitch Mitchell

[Podcast] Earbud_U, Season Three, Episode #6 – Mitch Mitchell, Health Care Revenue Cycle and Management Consultant, Diverse Tweeter, Prolific Blogger

[powerpress]

Leadership and self-deception around diversity and social justice is at the event horizon for most organizations, but Lawrence Fishburne isn’t there to help them to the other side.

Although, our guest today is there on the other side of the event horizon. But he’s not Lawrence Fishburne at all.

Last year, Black Lives Matter rocked the social media world and served as one of those rare social media movements that actually crossed over into real life, really lived, and was talked about among real people.

But a year later, as the presidential election heats up and as the strains of the candidates fill our airwaves, our collective inability to focus on one thing as a nation, one again rears its ugly head.

And Garry Shandling is dead too.

Privacy, security, healthcare, advertising, your private data and making money all link up in this space as well. But I can’t think of how all that collapses together.

Leadership is the core thing that ties all of these disparate areas together: Leadership on the issues of privacy and security is critical for continued success in this country. Leadership in the space of healthcare is the only thing that is going to keep us all going even as getting healthcare changes gigantically in the future.

And leadership is the thing that is going to give people the freedom to engage in emotional labor in a future where more and more people may wind up doing less and less work.

This interview with Mitch is much more “ground level” than the interview that we did with David Burkus. It’s also more focused on leadership directly—but also indirectly—than the interview that we did with Ruth Henneman.

But it’s all leadership.

And that’s part of the problem, right?

Check out all the places you can connect with Mitch below:

Mitch’s Website: http://www.ttmitchellconsulting.com/

Mitch’s Blog: http://www.ttmitchellconsulting.com/Mitchblog/

Mitch’s “Other” Blog: http://www.imjustsharing.com/

Mitch’s YouTube Channel: https://www.youtube.com/channel/UCYMVX_ehmfnV_BhvTOj-5_w

Mitch’s Twitter: https://twitter.com/Mitch_M

Mitch’s Facebook: https://www.facebook.com/mitch.mitchell1

Mitch’s LinkedIn: https://www.linkedin.com/in/ttmitchell

[Advice] Getting Everyone On Board

When the internal marketing organizational change efforts doesn’t match either the lived organizational culture, or the culture that happens to be stated in quotes on the wall (or the masthead) you’ve got a problem.

The issue isn’t that executives and middle management don’t see eye-to-eye. That will happen in any organization where goals are not transparently shared. The issue isn’t that entry level/front line employees are asked to do more with less. That will happen in tough economic times, particularly if your organization is a nonprofit, or it has been a bad quarter. The issue isn’t that middle managers feel as though they are placed in positions of authority where they can always say “no” but where they can rarely say “yes.” This has been happening ever since the time of Hammurabi.

The issue is your organizational culture, your internal marketing structure (or lack thererof), and the fact that your executives are not operating inside a metric of trust and openness, but instead are measuring success one quarter at a time.

There are just as many ways out of this as there are into this bind, but here are three from a conflict engagement/management perspective that could be helpful:

Your organizational culture needs to change intentionally—I don’t hold to the idea that culture is fine and that products, services, or processes just need to be overhauled. The culture of the organization is either fragile (but believes that it is robust), is robust (but has elements of fragility in it), or is antifragile (with no elements of fragility or desire to go toward robustness). The fact of the matter is, when the culture that’s lived deviates too much from the culture on the masthead, or in the external marketing, the gap between lived reality and fantasy gets filled with competition, low morale, low motivation, high conflict, and constant storming. All of which lead to an eroding culture, as surely as rain washes away the sand.

Your internal marketing structure needs to change intentionally—How you market change efforts to the people being impacted most directly by those efforts (i.e. the employees) matters more than the efforts themselves. Without buy-in, the outside trainer, or consultant, comes in, makes recommendations for changes, and works closely with the people and hears “We don’t have the power to implement that change here.” Or, “The people who should be hearing this information and getting these recommendations are not in the room—and we can’t talk to them.” Internally marketing organizational change to the people being impacted by that change, has to go beyond a Friday afternoon/Monday morning notification email, followed up by a supervisory conversation whose tone and direction is that of a mandate.

Your executives need to “buy-in.”—Optics matters more than employees, managers, supervisors, and even executives think that it does. Role modeling may be the foundational aspect of all leadership, but if the people with positional authority aren’t actually engaging in role modeling the discrete and obvious, changes they desire to see in the people tasked with responding and reacting to their authority, then all the change talk is merely that. Talk. People follow who they see leading.

When middle managers are driven to tears, frustration, thoughts of quitting, and even more, because they feel powerless to implement the changes they can observe are desperately needed, organizations need to change their cultures, not by changing who is in positions, but by challenging the organizational process that got them to that point in the first place.

Accomplishing this takes open communication with courage, curiosity, and compassion. And those traits are what fill the gap between what’s on the masthead and what’s lived in reality.

-Peace Be With You All-

Jesan Sorrells, MA
Principal Conflict Engagement Consultant
Human Services Consulting and Training (HSCT)
Email HSCT: jsorrells@hsconsultingandtraining.com
Facebook: https://www.facebook.com/HSConsultingandTraining
Twitter: https://www.twitter.com/Sorrells79
LinkedIn: https://www.linkedin.com/in/jesansorrells/

HIT Piece 4.05.2016

Sometimes, but usually very rarely, an MVP won’t do in the market.

Sometimes, just interacting with the market with shoddy products, half thought through, is worse than not interacting at all.

Sometimes, the market (consumers, clients, audience members, etc.) need to see that you have actually thought through and engaged with the process of building something, in order to buy-in to the something in the first place.

The struggle is when you can’t discover—from what your competitors are doing, from market research, from just asking your potential clients, customers, etc.—what the market will bear.

Sometimes, the MVP is a question asked of the market, and the struggle is too read the tea leaves, in between the lines, and to discern what the market wants.

And sometimes, but usually very rarely (only twice in the history of the Industrial Revolution that I’m aware of), the solution is to build a product the market doesn’t know it ever wanted in the first place, to meet a need it never knew it had.

-Peace Be With You All-

[Advice] The Fixed Mindset Peace Builder

Peace builders often spend a lot of time trying to shift the worldviews, shape the mindsets, and break the frames of clients, systems, and processes in the world. This is reflected in much of their marketing materials, business development practices, and their overall approaches to sharing information in the world about making peace.

Peace builders often spend an inordinate amount of time trying to shift their own worldviews, shape their own mindsets, and break their own frames around the esoteric differences between transformation, evaluation, and facilitation. This is reflected in the majority of trainings that are offered, conferences that are attended, and speakers that are lauded in all the fields for peace making, from litigation to mediation to negotiation.

But this is where peace builders are comfortable.

Mediators will work on Bob. If Bob feels as though he got screwed in his last mediation session out of assets like a boat or a pile of money, his world view of the mediation process is different than that of his ex-wife.

Conflict coaches and consultants will work with Ann. If Ann sees her job I’m human resources as determining policy and keeping people in line, she’s going to take a different view of conflict management training than Jill who sees her job as being an agent of change in the organization.

Church litigators will work with Dave and Melinda. If Dave sees his role at church as being a person who keeps the boat from tipping over rather than as a person who is there to lead a flock to Christ, his approach to internal church conflict is going to be different than Melinda, who sees her role as a Deacon as one who is there to lead people to a relationship rather than through religion.

Peace builders inherently know that the worldviews of their clients around conflict matter. This is where they are most comfortable, feeling as though they are doing work at the edges. When in reality, this work, while unpleasant for some, is not the core hard work.

Peace builders inherently know that their own worldviews matter. This is where peace builders are less comfortable, but still not as uncomfortable as they need to be to truly be doing work at the edges. This work, while easy for many, is not the most unpleasant thing.

The hard, unpleasant, and edgy work lies at the edges of worldviews: The work involves going into places where the peace builders’ knowledge level and expertise may not be appreciated and doing the courageous work of digging in with people who have only even known conflict. The work involves designing products and services that are truly cutting edge—in technology, in mindset, in worldview—that match what clients, consumers, and the market is demanding, in the language that it’s demanding it. The work involves creating relationships at a global level with professionals in other fields and publicizing that interdisciplinary work in a cutting edge way, not for the field, but for a conflict comfortable public.

To go all the way to the edges, to be a champion of work that matters, and to design a life and career of meaning, peace builders must challenge inherent, field based assumptions loudly, rather than quietly, and have the courage to go to the furthest end of where those challenges lead.

Otherwise, the growth mindset necessary for peace builders to grow and make a revolutionary impact will remain far away from many peace building professionals. At the outer edges, of a field that will become more embedded in a fixed mindset at the chunky center, deep in the very conflicted world it seeks to impact.

-Peace Be With You All-

[Advice] The Minimal Viable Product

If you’re building a peace project, it’s important to understand what you’re creating in the product phase, so that you understand what you’re selling.

Many creators misunderstand the idea of a minimal viable product. The definition, created by the writer Eric Ries (he of Lean Start-Up fame), is as follows:

“A Minimum Viable Product (MVP) is: “[the] version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort”

In essence, a product that doesn’t try to be perfect (what the peace builder may want) but instead is a product that “ships” (i.e. gets into the market, gets out the door, gets into the customer’s hands, etc.) so that peace builders can interact with the market, rather than think about interacting with the market, is an MVP.

This is where many peace builders get caught up:

The blog that takes you ten minutes to set-up and allows you to distribute your ideas, thoughts, and passions about peace to the market is an MVP. The pretty website around the blog that “has to just look right” is not an MVP.

The email that is a conglomeration of various links, information about peace building, and allows you to interact with fans, audience, and potential customers, and that takes you an hour to set-up and an hour to send out three times a week, is an MVP. The list of emails to send the email to is not an MVP.

The workshop on active listening that you develop after ten minutes of thinking about the problems with clients in conflict that you are seeing at the mediation table is an MVP. Continually changing, researching, and referencing to make the workshop “perfect” is not an MVP.

The interaction with social media platforms through setting up a business page on Facebook, tweeting and retweeting links to peace building producers in other areas, or the posts that you consistently write and put on LinkedIn are all MVPs. The constant worrying about perfection (or not being wrong in what you retweet on social media) cannot lead to creating an MVP.

The issues with developing an MVP is that many creators of peace building projects get caught up in the idea that a product (a workshop) a blog post, a website, an email, or a social interaction has to be perfect. But the secret of the MVP is that the market isn’t looking for perfection.

The market for your peace building project is looking for YOU. The people in conflict who need resolution, engagement, help, ideas, a process, or even just advice, aren’t looking for perfection. And in many cases, once you engage with them with your MVP, enough people are generous enough to give you help, feedback, and encouragement to develop and reiterate your MVP so that it moves from being “minimal” to “maximal”

Selling begins when peace builders have the courage to engage with the market.

-Peace Be With You All-