How quickly can the Nebraska team learn?

Shucks. Nebraska lost to Purdue, and now has a 0-4 record for 2018, and hopes of a bowl game are…well…probably gone. So much for the silver bullet, Scott Frost.  Oh wait, I already said there is no silver bullet.

I do, however, see more leadership lessons from Nebraska. Let’s explore “organizational learning,” shall we?  I went to look for a prior article I wrote on organizational learning, because I use the term all the time.  By golly, I haven’t written one, so let’s take a whack now.

My mantra: learning occurs at the individual, team and organizational level, and higher levels of learning are not the sum of the parts.  They are greater and they are shared.  Just because everyone on the team is exceptionally good at their individual role doesn’t mean the team is effective. They may be; they may not be.

If they are, and they haven’t built a collective set of experiences, practiced together, and dissected each and every move to understand why it worked or why it didn’t work, their win is pure luck. Luck may win the game. It doesn’t get you to the national championship.

Scott Frost has repeatedly said, “I know what direction we are going.” My guess is that he’s going to the national championship. And given his record of coaching success, I suspect his experience has told him from the beginning that it ain’t gonna be easy.

Oh, there are some that are ready to give up on Frost already. They just don’t get it. It isn’t about the short-term. It’s about the long-term.  It’s about organizational learning. How can Nebraska’s journey demonstrate the elements of organizational learning? There are several ways. (more…)

Leadership Lessons from Nebraska Football

Writer’s note: I have already seen numerous wonderful leadership lessons from the first four games, and I suspect that will continue.  This article will probably become a running commentary on what I learned during the season. Stay tuned.

My husband is a Nebraska football fan. That might just be a serious understatement.  For our 40+ years together, he anxiously awaits fall, and sits glued to the television for each and every game (unless they are losing so badly that he can’t bear to watch.) He devours every article on every move, and dissects the plays weekly with his son, another FANatic.

Back in the day, Nebraska was the pinnacle of successful college football. Over the last couple decades, not so much. They have brought in coaches, fired coaches, changed strategies, poached players, but have never revived their glory days. (more…)

How effective leaders deal with “push back”

I saw a cartoon recently that hit home. It was a picture of birds sitting on a telephone pole that had several layers. The birds at the top were nice and clean. The further down the layers, the birds were covered with…well…bird poop. It is a parody on an organizational chart where the poop travels downstream, and those at the bottom feel pretty yucky.

I get that. There’s always someone above you in the organization pushing down initiatives, projects, and other accountability processes, and the further they are pushed, the more overwhelmed are those at the bottom.

What happens when those at the bottom say, “Enough?” They “push back.” Pushback can take many different forms, and each form presents a different challenge to leadership. Basically “push back” means, “Nope, ain’t gonna happen; at least until I get comfortable.” It may take the form of silence, or of arguing or even of passive-aggressive behavior that nods, then goes about doing something things as usual.

The way a leader handles pushback has a dramatic impact on a leader’s credibility, both to those above and to her employees.

Think about it this way: someone “higher up” demands a process change and communicates the change and the myriad accompanying tasks to the leader who then must deliver them to staff.

What happens next depends on the magnitude and impact of the change on the daily lives of employees. Generally, the more significant the change, the more pushback occurs. And let’s face it, there is usually more than one bird sitting on top of the org chart passing down requests and demands. Staff groups like HR, finance, marketing, legal and others speak for “the top” in their area of expertise, and all those “speakers” can get very loud. (more…)