Colorful Leadership
Harnessing the
Power
of Human Ingenuity
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Colorful Leadership
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Testing an online management and leadership class for project managers, team leaders, and supervisors that will be published by Construction Mastery http://www.constructionmastery.com/
If you found this and tried it, please let me know what you think of it: feedback@colorfulleadership.info I am speaking at the Annual Rocky Mountain Project Management Symposium Friday, April 22, 2011 Colorado Convention Center, Denver
The New Normal in Project Management - Work Harder, Faster, and Smarter It’s a tough economy and to survive you have to do more with less. Once you figure that out, and put forth the effort to make it happen, the job can be a lot more fun. We will examine specific techniques for working faster, based on the book, Colorful Leadership. It’s all about process, people, and embracing innovation. We pick up were PMBOK leaves off. A must attend session for project managers that want to survive in the 2nd decade of the 21st century. Steve Wille PMP, author of Colorful Leadership, has over 25 years senior level experience in corporate computer technology management. In 2002 he took a 3 year sabbatical to write, and to teach classes on leadership for project managers. He now works at Great-West Life where he is a senior IT manager. Steve's MBA degree is from Regis University in Denver, and his BSBA degree is from the University of Denver. He is also a wedding photographer with his daughter and he drew on his experience with digital photography as the model for this colorful book. Steve and his wife, Joanne, live in Centennial Colorado. I am speaking at the 3rd Annual Colorado IT Symposium Thursday April 28, 2011 Denver Marriott Tech Center
I am speaking at the Rocky Mountain Oracle Users Group Training Days February 15 - 17, 2011 New Normal - Information
Technology Re-invention Steve Wille, author of Colorful Leadership, is a senior applications manager at Great-West Life and Annuity. He has over twenty-five years of experience in corporate information technology management. Steve is a PMP and has developed multiple large information technology systems from the ground up. Steve's MBA degree is from Regis University in Denver, and his BSBA degree is from the University of Denver.
Read the recent interview
with Leadership Guide Magazine Leadership Guide Magazine Editor Linda Hatcher interviewed Steve Wille, a leadership lecturer, writer and management expert, about his unique perspective on leadership as fully detailed in his book Colorful Leadership. I will be the panel moderator at the RMIMA-SIM joint meeting on June 15. www.rmima.org My book is in its third printing, and I have a new publisher. The inside content has not changed. I was able to lower the price because my costs are lower.
I had people personally come up to me after the meeting to complement your program and energy. Several mentioned that the "tension" between microsoft and other options is great for discussion because in the work place - people don't get to do that as much... Great job. Thank you. Stacey On March 16, 2010, I will be speaking at the Society of Information Managers (SIM). This is a new topic where I am applying key principles in the book to technology. The talk is titled, New Normal - Information Technology Reinvention January 14, 2010, I spoke at the National Association of Women in Construction, a group of interesting people with interesting jobs. Some of them gave me permission to quote their evaluations on my blog. One woman, Tarah Harpstreith, said, "I think it is logical and I can't wait to use it. I am not a touch feely person so I will try using the filter." She was speaking of looking through the people/feeling filter in addition to the more logical security/quality filter. What was interesting to me was that the participants were all women who found themselves in professions dominated by men. I enjoyed hearing their perspectives on how to use the material in my book. November 16, 2009 Steve, Pamela M. Benda, PMP November 13, 2009 I just spoke at a PMI roundtable at Jeppesen, the company that creates the maps used by airline pilots throughout the world. I had no idea how big this operation is, and how long it has been in Denver. It was a real honor to talk to project managers at such a great company. October 23, 2009 Last week I spoke at the Project Management Institute (PMI). One of the people in attendance, Dan Rondinelli, contacted to meet for coffee at Starbucks. Dan bought the book after hearing the talk and he wanted to discuss it. When we met he spoke favorably of the book, so I asked him if there was any one thing that came through. He replied, "Looking for the 3rd choice can make all the difference. We try to make things black and white when it isn't. It is nice to find a 3rd choice." Dan also commented on our filtered view of Maslow's hierarchy of needs. He said we take a unique approach by saying all the needs are there all the time. Steve
 Wednesday, April 29, 2009 - 5:30
p.m.
American Society for Quality Denver
Office of HSS, 900 South Broadway Ste 100 - Denver
Corporate Culture and Conflict
Corporate Culture can be defined as the values, beliefs, assumptions, and symbols that make up individual and collective conceptions of what an organization is all about. On both individual and collective levels, our perceptions of corporate culture tell us who we are, what we're doing here, and why we're doing it. And as we all know, behind the seemingly smooth facade that the corporation strives to present to the world, there are lots of incompatible ideas about how corporate realities should manifest themselves, and thus lots of underlying conflict. We don't go to work for the culture and conflict. We go to work to get things done. Corporate culture and conflict are background processes, always influencing everything going on, but usually unrecognized. Our goal is to carefully observe what is really happening in the background and then taking a strategic approach to the situation rather than slamming into it mindlessly. We will use the 3-Filters discipline from the book, Colorful Leadership, to see through our blind spots. We will then develop three distinct options for what to do about it. Finally we will chart course of action that incorporates elements from all three approaches. This sounds like it could be a lot of work, but it is quite simple once you grasp the concepts and understand why this approach greatly enhances your ultimate chance of success. April 17, 2009 I have to echo Suzanne’s comments. Elaine Elaine W. Miller Thanks again for donating two of your Colorful Leadership books to our AITP meeting. We gave you lots of credit, and told everyone what a great book it is. Others chimed in and agreed. Also, I had a couple of your flyers, and put them on the tables. I think you received much PR from your act of generosity. Suzanne April 08, 2009 Steve: Thank you very much for recommending your book! First, I discovered that you and I have quite a bit in common, most notably our similar experiences in the post-9/11 economic crash. My parachutes, unfortunately, didn't work, and I bounced when I hit. I was wondering if this book, or the research that went into it, started for you around 2002. You don't mention in the preface exactly when you met Larry Nelson, but I can well imagine how researching and writing a book would have been important at such a trying time. Second, the instant I read the heading "Future Filter" on p. 15 my inner voice said: "Oh, that's hope!" At mid-page, you write: "When looking through the future filter, you can give up any hope of building a yesterday and instead focus on tomorrow." My interpretation may surprise you, and I'd like your thoughts - here it is - the future filter represents personal hope in the forward direction, and that's what motivates us. It's not so hard to understand when you consider that the loss of hope results in personal and professional stagnation and, most drastically, personal depression. Loss of hope (or destruction of the future filter, if you will) is the negation of life as it should be. Hope is essential for human survival, as you so correctly point out, but I don't really need chaos theory or economics to understand this. Your book is very easy to read. In fact, I think it is a thoughtful and practical presentation of what other authors have made into ponderous theories. Nicely done! Best regards, David February 16, 2009 I recently had the pleasure of reading your recent book, Colorful Leadership. I found it to be very easy to read for three reasons: 1) the warm, "let me talk to you like a good friend" style of writing; 2) the organization; and 3) the font type and size. A perfect example of the first reason is the use of the word "Bummer" on the back cover; that really sets the tone of the whole book. Other examples include the use of personal experiences to help explain a concept. Of course, the use of photography and television analogies really helps to explain the filter concept. The topics are organized in a natural, meaningful flow, where each chapter builds on the previous one. I especially like the final chapters, "Unified Theory" and "Summary" which tie everything together. Like a speech: tell them what you're going to tell them, tell them, and tell them what you told them! Suzanne I. Weston, Weston Consulting, Inc. Rocky Mountain Information Management Association www.rmima.org
Thursday, February 12, 2009
Corporate Culture Steve Wille - Author, Colorful Leadership Do you think your organization is going in the right direction? Do you sometimes feel out of sync with the corporate culture? Like it or not, you have to play the hand you are dealt. If you want to survive and thrive in any organization you need to play your cards strategically. Pick your direction and go for it, but avoid unnecessary battles that could end your career. Along the way pay attention to how the people around you feel about what you are doing. Will they be with you or against you? This presentation is based on the new book, Colorful Leadership. We will take a disciplined approach in assessing a situation from three perspectives to build a complete image of the current reality. Next, we will examine our choice of action. Sometimes a passive, wait and see approach is the best strategy. Other time a much more aggressive, make it happen approach offers the biggest payback. Either way, it has to be constructive if you want something good to come out of it. Benefits:
This will be an interactive session with an opportunity to observe a situation and practice the skills. Steve Wille is a senior applications manager at Great-West Life & Annuity. He has over 25 years experience in corporate technology management. His article on Constructive Conflict has been published internationally and his most recent book, Colorful Leadership, was published in 2008. What I learned from reading my book There is an old saying that if your really want to learn something, teach it. Now that the book is written and published, it is an artifact that I can use as a resource. Having lead some training sessions, I have learned what the book is really about. It is about finding the sweet spot where Quality, Innovation, and People's Feelings intersect. It is not about compromise where you short change each item to find the lowest common denominator. To lead a successful organization you must pay constant attention to all three perspectives all the time, with maximum effort on all three fronts. It is about convergence, not compromise. Another interesting thing I discovered while preparing for the workshop is the difference between two and three choices. When you have only two choices, you often focus on the differences and choose the least bad option. When you have three choices, you tend to find areas of overlap and agreement. The rule of three is, "When you have two choices, find a third option." January 1, 2009 - Happy New Year! Project Management Institute (PMI) Workshop December 13, 2008, I was surprised to see 55 people show up on a Saturday for a half-day class on my book. They actually paid money to hear me talk on a day they could have been out shopping. PMI does classes monthly so project manager with the PMP designation can get their continuing education credits. I was told that we had an unusually strong attendance for the class. Here is what they had written as the workshop description: www.colorfulleadedrship.info. Presenter: Steve Wille Location Regis University The participant evaluations are available for your entertainment and review. Royalty Check I received a royalty check from books sales on Amazon.com. I guess they actually sold some books. CPEx - Colorado Performance Excellence Yesterday, I attended the CPEx Quest for Excellence VII, where Colorado organizations were recognized for performance excellence based on Baldrige criteria. Two of the education sessions I attended caught my attention:
When I think of Baldrige, Six Sigma and process management, I do not think of organizational creativity. Process management is about driving out variation while creativity is about introducing variation. When an organization focuses on one, it is often to the exclusion of the other. I was quite pleased to see both topics addressed in one conference, and neither was watered down to accommodate the other. This is what Colorful Leadership is all about. Fully explore each perspective and then do both. Process excellence without innovation leads to stagnation and diminishing returns. Innovation without process excellence leads to interesting ideas that will not survive the test of reality. The Disney presentation was particularly interesting. I have heard the term Imagineering before, but I never really thought about it. It is the blending of imagination and engineering. It takes great engineering to bring the the great creative ideas to life. It takes incredible and playful creativity to think of the ideas that are worth brining to life. The magic of Disney is both process excellence and innovation. All they while their focus is on the customer, defined as anyone, any age, from anywhere. This sounds like the 3-Filters in Colorful Leadership, People-Feelings, Quality-Security, and Innovation-Future. At the conference I ran into Cheryl White, author of Change on Demand. As we were listening to the Disney presentation, she wrote me a note that the creativity tools would never fly at a bank or insurance company. I thought about it and agreed that culture plays an important role in how you roll out Imagineering. In a financial institution, quality trumps creativity. Bank customers want accuracy and security, not fun and games. On the other hand, banks do need to keep up with technology and adapt to the changing economy. There is need for innovation, but it will always be trumped by quality. This means the creative people have to act strategically when they play their cards. Innovation needs to live within the context of the organization's culture and goals.
Steve Wille, November 8, 2008 Workforce Filters
Politics, Mathematics and Chaos in the Economy
In chapter 6 of Colorful Leadership, I used economic theory to illustrate how you can explain something three ways, all of them right. Political Economics Traditional Economics Chaos Economics Which is right? Steve Wille, September 29, 2008 9/30/2008 Subject: Re: Chaos Economics Oh how right you are, an oh how libertarian I am. I have a Bob Barr bumper sticker on my car now. Mike 9/30/2008 Hi Steve: Thanks for giving me an opportunity to respond to your thought provoking blog. I must admit that I really struggled as I created my response. So let me know if my comments make any sense. The following addresses the question "What can be done?" rather than the "interpretive reasoning" discussion which is your area of expertise. As you read this, please overlook the lack of examples at this point. So much study has been conducted on this subject, but much of it is colored by "lessons of history". I am reluctant to color the validity of my comments by including examples taken from a "fallen enemy" Studies conducted right after WWII examine social
shaping mechanisms in detail. Ellule's book on propaganda, (while
sociological rather than mathematical) summarizes key findings on the
subject. These studies suggest that achieving desired social behaviors
requires careful manipulation of the group--as an integrated
social-system!!! (I can only imagine what Ellule could have discovered
had he had the ability to apply our current mathematical modeling tools
to these data.) Since the war, scientists have discovered that
social systems, including the Market and politics, are the outcomes of
the behavior of complex adaptive systems. The promise of chaos and
complexity theory is that the behavior of even large social systems can
be regulated. The “twin” sciences tell us that social systems are ideal
candidates for oversight and control because they are programmable
systems. Insights from science can also assist us in determining how
this reprogramming can be accomplished. While it is true that at times social systems behave at times like migrating wildebeests--carrying people along with them, science suggests that we can reprogram these systems if the right amount of energy is applied to the system at the right place and at the right time. The secret is to know precisely how much change is possible at one time, how much energy to apply, and where to apply it. Using sound scientific techniques, a knowledgeable practitioner can set tolerances on, and provide governance over the self-regulating mechanisms inherent in wildly oscillating social systems. The Science of Change, which is really a number of sciences that offer a set of tools for regulating social (mis)behavior, sits at the intersection of the primary colors. While offering us virtually no information on how to control the behavior of any individual within a group (the last being the domain of psychology and largely irrelevant to the motivation of "group mind"), this “New Science” tells us precisely how to reshape and direct the behavior of groups as complex adaptive systems. In change capable hands, tools based on the Science of Change promote “good” outcomes by proactively maneuvering society (including societal sub-systems such as the Market and politics) in a socially responsible, fiscally sound direction--something that our present state of learned helplessness and passive watchfulness does not allow. Unfortunately, these tools can be used just as readily to promote evil or socially irresponsible results. The tools, like atomic energy, are amoral in and of themselves. It is the tool user who determines the ethical nature of the outcome.
The white light shines where scientific principles
underscoring each primary sector overlap in a single, unified theory for
creating measurable social change. This light illuminates a range of
behavior probabilities (probable truths if you will) from which to build
a cohesive strategy that embraces all the philosophies of politics in
all colors of light. Cheryl White
Keynote: Corporate Culture and Conflict Do you think your organization is going in the right direction? Do you sometimes feel out of sync with the corporate culture? Like it or not, you have to play the hand you are dealt. If you want to survive and thrive in any organization you need to play your cards strategically. Pick your direction and go for it, but avoid unnecessary battles that could end your career. Along the way pay attention to the people around you. Will they be with you or against you? This presentation is based on the new book, Colorful Leadership. We will take a disciplined approach in assessing a situation from three perspectives to build a complete image of the current reality. Next, we will examine our choice of action. Sometimes a passive, wait and see approach is the best strategy. Other time a much more aggressive, make it happen approach offers the biggest payback. Either way, it has to be constructive if you want something good to come out of it. Benefits:
This will be an interactive session with an opportunity to observe a situation and practice the skills. Steve Wille is a senior applications manager at Great-West Life & Annuity. He has over 25 years experience in corporate technology management. His article on Constructive Conflict has been published internationally and his most recent book, Colorful Leadership, was published in 2008. Steve Wille, September, 25, 2008 9/30/2008 Hi Wille, Looks GREAT! We are really looking forward to this and thanks so much for doing it. Is March 19th still good for you? Thanks
Randy
NOTE: Steve Wille will be the keynote speaker at AITP on March 19. See my proposed talk above.
Understanding the center by walking on the edges. Last night I was at the Society of Information Managers (SIM) and was asked what this book was all about. I looked at the triangle on the cover and pointed out that the only part of the photograph with natural color was in the center where the colors on the edges converge to form one complete picture. The book is about understanding and living in the center by walking on the edges. To understand what other people see, you need to look through their eyes. Each person sees an image that is accurate, but incomplete. If I put on red colored glasses everything looks red, but I can still see what is out there. The red image is accurate, but incomplete. The same would be true with blue and green glasses. By spinning the filters I build the complete picture in my mind, even though I am actually seeing three distinctly different images, one at a time. Your color television works by displaying three images on the screen, each shot through a colored filter in the camera. The red, green, and blue component images exist as colored dots, side by side. If you turned off one or two of the colors on the TV, the picture would look like one of the sections of the triangle on the cover of my book. I built this triangle a section at a time by turning off colors in Photoshop. The center triangle, of course, had all three colors turned on. When you assess a situation, take the time to spin the filters. Spin them slowly so you can understand each perspective.
After spinning the filters to see a more complete images, make your decision and go where you decide to go. Steve Wille, September 23, 2008
Listen
to the Colorful Leadership interview: Skill Set for All Leaders, All the Time
Good Morning Steve, First, thank you for letting me read your soon to be published book Colorful Leadership. I found that once I had the time to sit and read the book without any distractions, I could not put the book down! That is rare for me when it comes to these types of books. I always enjoy reading books related to this subject, but yours was an easy read and I found that it relates to the reader on a ‘personal level’, therefore making the reader not wanting to put the book down. The material is well organized and easy to understand. Direct and to the point. The content is very clear – no ‘fluff’ to fill up pages. All information that can be used and practiced easily. I made notes in the manuscript you gave me – hopefully in a way you can find quickly and address (or ignore…….). My notes are more towards editing and not the content of the material – as I was able to read the book – understanding exactly what your intent was. It was very clear to me. Not confusing or ever leaving me with the feeling of ‘who cares’. I always wanted to turn the page to see what was next. Again, unusual for me. So many times when you read a book on related matter as yours, you end up skipping sections because you can’t relate to what is being said or understand why it was there in the first place. Or you just say, who cares? I can’t wait for you to place on Amazon.com so I can purchase my own copy – and also start planning on who else I am going to buy a copy for as well. Thank you again for this opportunity. I truly enjoyed it.
Elliott Morgan I am seeing myself in a different light. The biggest mistake I can make is to think that others think the way I think. This speaks to people at all levels. I understand better how my managers think and feel. This would help them to understand my thinking. It is not left brain vs. right brain. It is whole brain. Patty McCully
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Copyright (c) 2008 Steven F. Wille
Colorful Leadership website maintained by
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1790 E. Easter Ave. Centennial CO 80122
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Blog
Dr.
James Rairdon, a management professor, is collaborating
with me to produce an on-lined management class targeted
for project managers, but useful for anyone in a
leadership or management position. Jim is an
adjunct professor for several universities and does a
good deal of his teaching on-line. The name of our
class is, Turn On All the Lights. It
will be presented in ten minute modules designed to do
one per day.
New
Normal - SIM meeting March 16, 2010
For
more information on CPEx
contact Tom Mauro, CEO, at
303-893-CPEx (2739)
www.coloradoexcellence.org
