Old Roads Guide Purpose: Change Management in Daily Life

My last post highlighted the importance of resiliency in coming through any type of change stronger than you entered it. I was encouraged to see how the post resonated with others as people shared their own comments and it was re-posted. 

In a nutshell, one key source of resiliency is purpose, which can be described as taking a focus that is "beyond our immediate circumstances or feelings.” 

Artists often tell stories that clarify abstract concepts like purpose. In this "You'll Find Your Way" video songwriter Andrew Peterson illustrates the importance of purpose in our personal lives, especially in parenting our children. When we call our children to return to the time tested " old roads", we are encouraging them to look beyond their "fields of joy" and "dark nights". This ability to look at the bigger picture beyond our personal circumstances is crucial to developing resiliency.

Take a few minutes to enjoy the video and then check out the thoughtful responses to my last post on purpose. I’d love to see additional comments on either post.

Originally Published Here via LinkedIn on March 6, 2017

Resilience Starts with Purpose: Change Management in Daily Life

This is my first post in a series on how to make change management practical.  

Change management is typically used in a corporate context and focuses on what employees need to return to normal when their company adopts a new system or makes structural changes, However, I believe there are principles in change management that can help anyone come out stronger on the other side of any kind of change. 

To learn more about the background of my current change journey of moving from a role as a program management role in the U.S. to the Asia Director for the America's largest popcorn exporter in far Northwestern China, check out my Asia Popcorn Adventure blog post.  To make things even more interesting, I am going through this change with my wife of nearly 19 years and our 4 children - ages 14 to 4.  

The focus of this post is resilience, which Joan Loshek of Loshek Consulting has helpfully defined as 

"The ability to survive and thrive when faced with challenges."

From my most recent experience facing challenges is not easy and we are typically ill equipped on how to survive them without going crazy.  Thriving through such changes is even less common.  Yet, change is everywhere - whether we like it or not.  Yes, not everyone moves their family from the U.S. to China, but everyone must move from one season of life to another; from one job to another or one community to another.

My plea is simple - Don’t waste your change.  

Properly grieve and go through all of the emotional calisthenics of change, yet build up your resiliency muscles.  Loshek Consulting is wise to remind us that one of the key characteristics of resilient people is purpose.  Purpose is at the heart of resiliency because it calls us to continually focus beyond our immediate circumstances or feelings.  Don't shipwreck the success of the change you are going through by focusing on your past circumstances or your present emotions about your current circumstances.  

In my next post, I will share ways I was able to make purpose practical when beginning my latest change. 

Until then, I'd be interested to know - What role does purpose play when you lead or go through changes in your own life?  

Ending Well by Letting Go

Like any good story, you need to start with the back story.  Below is a short essay I wrote about the untimely death of a man who has made a huge impact on my life in a short period of time.  I've known few people who have faced untimely deaths in my short life - I turn 40 this fall and would still like to think of that as relatively young.  Yet, in the past two years, while living in Minnesota, I've had the tremendous opportunity to cross paths with Larry Strandquist at church.

Not only have Larry and his wife Linda deeply impacted my wife, Emily, and I, but their broader family have as well.  Their son in law and one of their own sons have been our small group leaders and provided invaluable counsel and care through two dramatic seasons of change in the life of our family.  When Emily and I visited Larry and his wife on June 9, we knew Larry was very sick with cancer, but we had no idea he would pass away nearly a week later.

Our last meeting with Larry made such an impact on us that I had to capture it in a short essay.  I share it with Linda's permission in the hope that it causes each of us to think about the fact our lives are so very short and that each of us need to entrust our lives every day to God's greater purposes - even if it means pushing into things that are very uncomfortable - from something as trivial as a flat tire that messes up your daily schedule to something as monumental as death.

I took a deep breath and embraced my discomfort at the thought of encountering death face to face.  We walked into the bedroom where Larry lay dying; his body shrunk to a shadow of the man I had seen only one month prior.  Yet, in the midst of this wasting away, Larry radiated with hope; his eyes bright.

I thanked Larry for teaching me how to suffer well; continually seeking God in the midst of trials to better understand God's heart for His children.  When I was unemployed for 9 months Larry had been valiantly battling cancer and was a great encouragement to me in my hardship that paled in comparison to his.  Larry's eyes lit up at my mention of his encouragement and his smiled grew as he said "I learned that lesson a long time ago; you have to learn to let go."  He elaborated by sharing that one call to "let go" only lead to another.  From being laid off to then breaking his wrist and then seeing God provide caretaker jobs for he and Linda, Larry shared that learning to "let go" in that season had aided his ability to "let go" in his struggle with cancer.  Larry led a surrendered life - striving to make the most of life and yet haven given up a desire for ultimate control over it.  That control had been given over to the only One who is the Lord over all of life.

Larry's finishing well struck a somber reminder in my "well planned" life - "Many are the plans in the mind of a man, but it is the purpose of the Lord that will stand." (Proverbs 19:21)  Plans are good - whether Larry's plans to conquer cancer a second time or my family's plans to set up life in China for a third time - but only God's purposes are ultimate.  O, how each of us needs to learn to cultivate the daily habit of surrender; not a giving up of our planning or hopes, but the daily act of handing them over to the Only One who has complete control.  

O, that moment by moment we might cultivate the ability to let God "mess up" our plans, to achieve His eternal purposes that are far greater and draw our hearts deeper to Him than we could ever imagine.  This cultivation of an on-going balance between ambition and humility is one of the key life lessons that Larry taught me.  For Larry and I only Jesus can help us provide that balance as He was the only person who ever had complete control over His life and yet said "No one takes it [his life] from me, but I lay it down of my own accord.  I have authority to lay it down, and I have authority to take it up again."  It's the recognition that Jesus is in complete control that ultimately provides the balance to compel me forward into an unknown future that He will establish - an all-knowing and all-powerful God.  Indeed we all need to cultivate this balance of humility and ambition, if we are to truly "let go" of our lives that we might find them again."

My Asia Popcorn Adventure

Since completing my MBA in 2007, I have had the opportunity to lead projects in diverse settings - from sales training at HSBC Bank to supply chain process improvement at Cisco Systems and from HR system implementation at Medtronic to marriage and family community classes in Shanghai.  The end goal of all my program and change management has been the same - measurable improvement.  Improvement is seen as people embrace change, whether it's a buyer using a new supplier negotiations framework or a husband breaking a bad habit of interrupting his wife.  Indeed, program and change management can can be applied in any industry, function or area of life - even popcorn.

 

On February 29, 2016 I embarked on the unexpected professional venture of selling popcorn across Asia. Building on my global operations program and change management experience, I will be building out sales operations and business development capabilities across Asia through my role as Asia Director at Preferred Popcorn.  Preferred is the largest U.S. exporter of popcorn (selling to over 50 countries, including more than 10 in Asia) and the third largest producer of popcorn in the U.S.

 

 

Preferred Popcorn CEO, Norm Krug, and Assistant VP of Production, Sam Krug After My First Two Weeks at Preferred on March 11, 2016

 

Three Reasons I Jumped Into Popcorn - A Compelling Mission, A Versatile Product and Change Opportunities in Asia:

 

1. A Compelling Mission: The Preferred Popcorn backstory is remarkable and worthy of a separate post. The end result is summarized in the company mission of "Striving to honor God by producing high-quality products and serving customers with integrity."  This values-based mission not only aligns with my personal desire to honor God in all I do, but also my passion for creating quality products and driving exceptional customer service.
2. A Versatile and Healthy Product: I've been a fan of popcorn since I was a kid and our family eats copious amounts of popcorn on a weekly basis. What's more, this snack product can take on numerous forms – from the sweet caramel corn made by the gourmet popcorn maker Garrett's to the light and healthy Skinny Pop that satisfies consumers' demand for healthier snacks.  Moreover, popcorn can be a healthy snack as detailed in this article by the Popcorn Board.
3. Change Opportunities in Asia: Although popcorn has a steady hold on the American snack market at roughly a 10% market share, it's adoption in Asia is in the single digits where it is largely seen as a treat that accompanies trips to the movie theater or high end gourmet popcorn shops. While it has also been a street snack, the quality of this popcorn is a far cry from what we have in the US. There is an opportunity to change the way families snack by increasing their consumption of healthy popcorn in their homes as well as opportunities to take popcorn into more markets in Asia.

 

What's Next - Leaving Minnesota for a Global Adventure

On June 10, my family and I will begin our global popcorn adventure. We will leave Minnesota and spend much of the summer in Nebraska, where the company's headquarters are located.  Our plan is to relocate to China in the late summer. If you are in the Twin Cities, please you are welcome to join my popcorn happy hour send off on June 7 – RSVP using this eVite link. If you are not, please stay in touch through LinkedIn. 

 

One Tip for Effective Communication in China: The Rule of Three

Effective communication requires engagement from both ends of the communication cycle—both the ability to send a message and receive feedback from your audience. Using this cycle to reach a common understanding is more of an art than a science—even when we communicate with others from our home culture. However, it is even more challenging when communicating cross-culturally in China.

Communications Cycle

Image Source: Living Well Education

A key communications difference is the Chinese emphasis on maintaining a good relationship, which generally comes across through indirect communications where messages are communicated more subtly. However, typical American communications focuses on details and efficiency in a style that is more direct. In my experience, adjusting to the Chinese communication style is more effective than forcing Chinese friends or colleagues to adjust to the American default. This adjustment may honestly feel like a waste of time as it means personal interactions may take longer, but is a critical way to build relationships of trust with Chinese connections. 

One Tip: The Rule of Three

A practice that helped my interaction with Chinese friends and colleagues is the rule of three - asking about the same topic three different times in three different ways".  I first learned of this concept through an invaluable class called "Connecting across Cultures" from Global Savvy and it has proved to be an invaluable practice.

Image Source: Germane Consulting

Case in Point: Lunch Plans

In question— arranging lunch with a group of coworkers.

In America this question is typically resolved in short order through a direct dialogue centered around everyone's availability. If your colleagues, aren't available, you identify a time when everyone is available in the near future and update calendars accordingly. However, while living in China over 8 years I discovered this question was not so simple.

A Typical Lunch Dialogue in China

Step 1 (10 am): A general question followed by a vague answer

Question - "Hey, what's the plan for lunch today?”

Answer – "I don't know."

Follow Up - "Ok. Well, keep me posted."

Step 2 (11 am): A more specific question followed by a still murky answer

Question - "So about what time are you thinking about going to lunch today?"

Answer – "Probably before 12."

Follow Up - "Got it. I'll check back in a bit.

Step 3 (11:45 am): An even more specific question followed by going to lunch.

Question – "So where are we going for lunch?

Answer - "Either the Sichuan place or the spicy fish place."

Follow Up - "Great. Either works for me. Let's go!"

In the end, we may go to a completely different restaurant! However, when lunch involved a group, the communication was indirect and required me to ask at least two times before arriving at a clear answer. This does not mean that Chinese people always communicate in an indirect fashion, but in social activities for a group indirect communication is the default. Adjusting to this style was difficult, especially because such indirect communication is not the default for most people in America.

Broader Applications at Work

While this post has focused on a lunch dialogue, I also found the rule of three helpful when discussing projects at work. If I simply asked a direct question, I may have received a prompt reply, but the feedback either created inaccurate perceptions or misunderstandings. If we dig deeper into the source of these communication differences it comes back to the way the Chinese person views relationships. In the next post, we will explore in more depth the major differences on how these two cultures view relationships.

China Tech Best Practices - Part 2: High Tech Challenges

Like the traditional technology companies featured in this first blog post, high tech firms face significant challenges with their China operations.  This post highlight the key challenges for high tech firms and two best practices that will enable companies to overcome them.

The Challenges: Pressures and Competitors

At the Minnesota - China Business Forum on November 1, 2014, I highlighted two key challenges for high tech companies:    

• Market Pressures: The market pressures on high tech firms can be seen in Microsoft's on-going anti-trust investigation and Adobe's decision to close its R&D operations in China.  Though Obama's attendance of the APEC conference in Beijing in early November brought welcome news of a US-China partnership for potential reduction of global tariff on IT products, the China market remains challenging for high tech firms.

• Innovative Competitors - Alibaba and Xiaomi:  Viewing Chinese technology companies as merely Western tech knock-offs of Apple or Google is inaccurate and unhelpful - here are two prime examples:

• Alibaba - World's Largest IPO: Not only has Alibaba, which holds over 80% of China's e-commerce market share, conducted the world's largest IPO of $25 Billion in mid-September, but they have also begun to discuss a potential partnership with Apple to help bring ApplePay into China.  

• Xiaomi - World's #3 Smart Phone Maker:  The company moved into the #3 spot for global mobile phone market share (up to 5.3% in Q3 2014 from 2.1% the year before), and was ranked as the world's 35th most innovative company in Boston Consulting Group's 2014 survey.       

The Way Forward: Clear Vision and Teachable Teams

The good news is there are two best practices that will enable high tech firm's to overcome these challenges:  

• 1) Clear Vision - Build and Communicate a China Business Case and Associated Metrics: Successful companies have a well resourced, long-term vision for China operations that clarifies both the value-add for the China market and how this value can be leveraged globally.  This vision must include a clear business case for the China operations and timelines for achieving related metrics.  At the same time, the business case and associated metrics must be co-created by the China leadership and the executives accountable for evaluating the Chinese operations.  Once there is agreement, the business case and metrics must be effectively communicated to the China team.  Such communication must be more than thin executive presentations communicated on an annual basis.  Instead, an on-going, two-way discussion with local managers and individual contributors about their priorities and daily activities that will support the vision is required.   

• 2) Teachable Teams - The Key to Keeping Pace with Constant Change: For such on-going communication to be effective the teams must remain teachable on China.  The China market is incredibly complex and constantly changing.  Therefore, the business case and metrics contained in the company vision must be clarified through an on-going emphasis on learning what is most relevant to the target customers in the China.  Such continuous learning requires employees to leave behind any biases about how their company successfully operates in other countries.  They must see the unique value they provide to their Chinese customers with fresh eyes.       

Everything is Possible but Nothing is Easy 

The potential of the China market is indeed significant, but success comes to high tech companies who work hard.

In short, the key is working with the China leadership to craft a company vision that is both clearly understood by the local team and is adaptable to the changing needs of Chinese customers.  Such adaptation will come to firm's that can cultivate teachable teams who continuously seek to understand the customer's perspective on the unique value they are providing in China.

China Tech Best Practices - Part 1: Traditional Tech

On November 1, 2014 I had an opportunity to join the inaugural Minnesota China Business Forum, which was co-sponsored by two organizations focused on fostering Minnesota's engagement with China - China American Business Association of Minnesota (CABAM) and U.S. China Business Connections UCBC.  My remarks on the panel that concluded the forum answer the question "What are the key challenges and best practices for foreign technology firms operating in China?"  I answered this question in two parts: traditional technology firms and high tech firms.  In this post I will focus on traditional technology firms and in a future post I will address the best practices of high tech firms.

Traditional Tech: 2 Best Practices for IP Protection - KISS and KICX 

Traditional technology companies are in traditional markets such as manufacturing, but rely heavily on technology to remain competitive.  For these firms a major challenge continues to be protecting their Intellectual Property (IP).  Key reasons this problem persists include: lax enforcement of IP protection laws and a traditional culture that encourages copying.  However, what is most critical isn't what is causing the issue, but proactive ways to address it.

Field research I conducted with executives in China identified two key solutions: keeping it simple and keeping it complex.  

1) Keeping It Simple (KISS):  When firms focus on simplicity they are crystal clear on both the broader picture of why they are in China and the business intelligence for the specific segment of the massive China market they aim to service.  At the same they put simple legal practices in place to protect their company trademarks - in their home market and in China.  It is critical to note, however, that these practices must go through a process of continual refinement as the needs of the Chinese customers and the legal landscape are very dyanmic.

2) Keeping It Complex (KICX): Competitive firms work hard to keep their operating framework complex from the vantage point of their competition, partners and even employees.  This best practice is broken down into 6 pillars

• Interest Alignment: Understand the interests of your community, government officials, customers, employees and suppliers; actively find ways to put your company in a position to benefit their interests.  
• Disagregation:  Don't put all your eggs in one basket.  Externally work with a variety of local vendors and partners and proactively seek to understand what they will do with the IP you've share with them.  Fragment knowledge of your IP - internally and externally - so that IP is shared on a need to know basis.       
• Dynamism:  Seek to out innovate the would-be copy cats through continually improving your products and processes.  The more flexible your company is in adopting technology that benefits end-customers, the more difficult it will be for others to copy.
• Control Discipline: Clearly segregate the access anyone - internally or externally - has to IP information through varying levels of IT access.  Deliberately build a culture that encourages control of company information and reinforce this culture through rewarding good behavior and quickly addressing questionable actions.
• Talent Management: Create a company culture marked by challenging work, opportunities for professional develop and recognize employees who share their knowledge in a way that benefits the company.  Actively work with employees, especially high performers, to outline a career path of continuous development and increased opportunities to contribute to the company.
• Focused Community Activities:  Attract and retain top talent through both a reputation for community involvement and on-going activities that support this reputation.  If a company has both a positive impact on the community and treats employees fairly, staff are less likely to steal company IP. 

More details about this research can be found both in this Forbes article (May 2011) and in this MIT Sloan Management Review piece (Summer 2014).

In the next post in this short series I will focus on the best practices of high tech firms in addressing similar challenges in China.