Butler Talks

Leadership in Action Seminar Series – The Power of the Promise of Leadership

5DM3-39617Local leaders are invited to discuss what it means in their organization when they operate under the leader label. Using Bob Andersons’ extraordinary book “Mastering Leadership” as a jumping off point, my partner in the seminar series, Sarah Happel, and I will facilitate deep discovery of the explicit and implicit expectations of those who are asked to follow and work with the leader. The expectations turn into the perceived Promise of Leadership.

What are leaders expected to do? How are they expected to do it? What are the criteria of a Great Leader? What obstacles are in the way of fulfilling the Promise of Leadership and what are the consequences?

Through experiential exercises, thought-provoking small group discussions and practical take-aways, experienced and emerging leaders will have the opportunity to examine their own leadership roles and their relationships inside and outside their organizations.

Please join us for a powerful breakfast seminar that will energize you to return to your places of work with renewed resolve to make a difference and raise the bar of their leadership effectiveness.

May 18, 2016 – 8:00am-10:00am – Tysons Corner (McLean), VA
Limited seats – reserve your spot HERE.

SNEAK PREVIEW EVENT for SOAR Program for Business Leaders

I am super excited about the upcoming SOAR program for business leaders in the NoVa region. A sneak preview event provides an opportunity to experience one of the powerful tools that will be introduced by the program.

Sneak Preview Presentation for SOAR Program for Business Leaders:

Feb. 5, 2015    8:00 AM Networking/Breakfast                         8:30 – 10:30 AM Presentation/Workshop                         “How to Create Breakthrough Results”
Learn and try out an amazingly simple yet powerful communication tool for immediate application to boost the performance at your organization AND get a glimpse of what makes the SOAR cohort program for business leaders so powerful and effective. Don’t miss this great opportunity!

$20 per person / $15 VBA members if purchased by Feb. 1, 2016 $30 per person if purchased after Feb. 1/walk-in

Space is limited to 30 participants and the event fill up, so reserve your seat early!

Register HERE.


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SOAR Program for Business Leaders

Shape Culture & Generate Results through the Power of Language

Based on proven models and methodologies, the SOAR Program for Business Leaders helps leaders see themselves, their teams, and the world in new ways. Participants learn to shape culture and improve execution through the power of language. SOAR includes a combination of big-picture leadership topics (such as emotional intelligence, change management and establishing clear dialogue) as well as specific managerial topics (such as creating accountability, delegation, and goal-setting).

Each module presents a new theory or model, followed by a group discussion, break-out sessions for practical application, and reflection. Participants engage in powerful experiential learning that they will be able to apply both professionally and personally. They practice how to communicate more effectively, handle conflict, leverage diverse perspectives, and lead teams to higher satisfaction and improved performance. The cohort structure enhances communication and collaboration, boosting productivity and results, and provides a rare chance to deeply connect with other leaders.

How to Inquire About Corporate Culture

A client shared a great article about the importance of organizational culture awareness for job seekers as well as organizations wanting to attract top talent. Rather than asking hiring companies about the uniqueness of their organizations, the author Adam Grant suggests asking and listening for stories will reveal the organizational culture and the hidden shared beliefs that drive behaviors at a work place.


Recently, I have been playing with 5 of Gerd Hofstede’s 6 cultural dimension indicators to see whether they may be useful to assess and compare organizational culture.

  1. Low or High Power Distance
    How accessible are the leaders in the organization and how do they relate to the frontline staff? How complex is the organizational structure? How short or long are reporting and project approval paths?
  2. Individualism vs. Collectivism
    How does your organization celebrate success, for the individual, the team and the organization? Are employees essentially competing against each other or is team effort valued over lone wolf mentalities?
  3. Uncertainty Avoidance
    How quickly are decisions made? How much information is required and how complex is the approval process for new initiatives? How risk averse is the organization?
  4. Masculinity vs. Femininity
    In a cultural context, Hofstede defines masculinity as “a preference in society for achievement, heroism, assertiveness and material rewards for success.” Femininity is defined as “a preference for cooperation, modesty, caring for the weak and quality of life.” (Weak in this context may mean a less experienced team member or a person requiring or simply benefiting from special accommodations.) While the labels may sound dated and may have to be modified to reflect the current climate for work place discourses, the concept of conquering versus integration is nevertheless an important marker for corporate culture and behavior.
  5. Long-term vs. Short-term Orientation
    Are traditions valued and implemented in long-range plans? Are quarterly results the main decision drivers? Is institutional knowledge valued or does the organization put innovation front and center?

Additional dimensions came to mind when inquiring about an organization’s culture that are not captured by Hofstede’s traditional culture model, which was original developed for national cultural assessments:

Learning Propensity
What does the on-boarding process look like? What does the organization do to encourage continuous learning at the organizational level as well as at the individual level? How are mistakes handled?

Generative vs. Critical Feedback
How do employees know that they are successful? How is feedback given and received in the organization? Is up-chain feedback encouraged? Is feedback used as a constructive personnel development tool or is it usually used to reprimand staff? An easy gauge is to ask whether employees are usually looking forward to receiving feedback and performance evaluations or if they dread it.

Level of Internal Cohesiveness
How would the front line staff answer these questions? The manager? The leader of the organization? Vastly differing responses indicate internal disconnects.

Why are these important considerations for job seekers? While salary and benefits are important to meet your needs for your life outside of your workplace, the company culture will be the driving factor for long-term job satisfaction and professional growth and most importantly, “culture eats strategy for breakfast” (Peter Drucker) – every day and all the time.


We See (and Understand) What We Know (Part 2)

blue 2Dianne Hofner Saphiere (Cultural Detectives) pointed me to a recently published article about how linguistic dexterity is connected with cognitive development and vice versa: No one could see the color blue until modern times by Kevin Loria. The premise of the article directly ties into my own observation that people tend to focus on the familiar and often stop short of taking a closer look and exploring other possible meanings or interpretations. Selective seeing and (subconscious) selective processing of information can thereby easily lead to incomplete or even incorrect conclusions.

What other things, connections, concepts may we be unaware of because we lack the words to describe them or because we have not learned how to decode them? When clients first enter a coaching relationship their bodies are often exhibiting symptoms that are rooted in interpersonal experiences. Tight muscles, clenched jaws, headaches, sweating. The person may even have a “gut feeling” that something is wrong but is lacking the words to describe it. An experienced coach will ask questions, invite explorations and may offer a range of vocabulary to become more and more specific in the descriptions of symptoms, experiences, and stories. With an expanded range of words to explore emotions comes progress and the ability to “see” dynamic relationships and dependencies.

Here are some questions to think about as we encounter unfamiliar people in new settings. How do we recognize invitations to enter  into relationships? How do we discern what type of relationship is desired? How can you predict behavior across cultures if the behavior is grounded in concepts that you may be utterly unfamiliar with? How does that relate to global leadership? All these questions ultimately point to the importance of learning the proper tools and expressions to engage in effective intercultural communication.

Why the memory of the Holocaust is a gift for German culture

holocaust-rememberWhy the memory of the Holocaust is a gift for German culture. (Please click on the link to a very pointed article written by Christian Höfele)

I wholeheartedly share Christian Höfele’s sentiments.

The first time I walked through the Holocaust Museum in Washington, D.C., I cried and I would refuse to speak to my companion inside the museum, fearing that my German accent would be detected and I felt so deeply ashamed at that moment. Years later, I have the gained confidence to “own” that part of my heritage and to talk to my children about what it must have been like for their great-grandparents to live in and through that dark part of history.

Today, I feel the need to draw comparisons between different forms of persecution and scapegoating of visually and ideologically identifiable groups of people and to speak up against generalizations, against oversimplifications and the vilifying of cultural groups and beliefs. If history is bound to repeat itself due to certain limitations of the human nature, then we are all called to remember and be aware of those dark human forces that are rooted in fear and greed, and to do everything we can to prevent similar future atrocities.

We See What We Know


Cultural Lenses Impact Our Meaning-Making: For my American and North-Western hemisphere-inspired audience: What do you see at first glance in the image to the left?

Oft cited interculturalist Geert Hofstede poses that “every person carries within him or herself patterns of thinking, feeling and potential acting which were learned throughout their lifetime … As soon as certain patterns of thinking, feeling and acting have established themselves within a person’s mind, (s)he must unlearn these first before being able to learn soFrosty imagemething different, and unlearning is more difficult than learning for the first time” (2010).

Our mind indeed uses learned patterns, past experiences and familiar context to obtain information and glean meaning from the world around us. These patterns allow us to easily interpret and respond to images and scenarios presented to us. The outline of the first image – especially in the wintertime – most likely will remind many Northern Americans of a snowman – some may even know it by name: Frosty.

When I traveled in Burundi recently, a curious, obviously home-made craft was dancing on the dash board of our driver’s car. It took me a moment and then I realized that I was looking at an “African Snow Man”. Maybe somehow a craft kit from the Northern hemisphere had made its way into an African school and when asked to color the shape, the child used his imagination that was informed by local context, thus creating the image of an African wearing a pink sweater and waving a blue rag.

African FrostyContextual sense-making in its purest and cutest expression. It made me wonder, how often we see outlines and then quickly color them in with what we see based on the patterns in our mind created by the culture that plays the most prominent part in our lives. The trick to cultural dexterity then is not necessarily to unlearn what we know but to ask ourselves:”What else is there to see and what other possible interpretations of this reality might someone else think of?”

What have you encountered that involved looking at the same thing through a different cultural and different context-based lens and thus triggered different interpretations?

Post-Trip Reflections about Burundi

2014-09-20 17.00.45 HDRAn amazing whirlwind trip with just 7 days on the ground in Burundi! We encountered warm-hearted people living in the most humble circumstances. We witnessed practical development work in action – transforming lives and communities. We saw the donations that were raised through Five Talents International being multiplied ten-fold, enabling the poorest of the poor to learn to read, count, and start their own micro businesses. The women (and a few men) whom me met through the program radiated the dignity and confidence that come with such hard-earned accomplishments.

Five Talents International is currently serving 18,000 Burundians in 750 Savings Groups, partnering with Mothers’ Union (the Anglican Church’s ministry to women). It was so heart-warming to hear women tell about the impact on their families: improved health because they can purchase nutritious food or install a new roof; or being able to buy school uniforms so their children can attend school.

Group in RumongeOur team visited 3 savings groups (below left) in villages to the south and north of Bujumbura, the capital of Burundi and our home base for this trip. The groups welcomed us in modest church buildings, which also function as the village social hub. We observed their weekly meetings and after that members shared how their lives have changed since they completed a literacy and numeracy program and are now able operate their own businesses with the support of the savings groups. We witnessed firsthand what a loan of $18 to $40 can accomplish in a country where 90% of the population depends on subsistence farming to meet their daily food needs, where illiteracy is still widespread at 70% and where most people live on one meal per day.

2014-09-20 14.57.51A small glimpse of Archbishop Ntahoturi’s visionary leadership and practical approach to put Christian values in action that was evident in his meeting with our delegation was inspiring. We participated in two days of seminars with 24 Savings Group Trainers, and were impressed by the sacrifice and devotion of the women who manage and implement this program.

Burundi has garnered a special place in my heart and as I process my fresh impressions over the next weeks, I will tease out what it will mean for me professionally and personally as I am returning to my life in America. I hope to see the people I have met again and I hope that together we can find ways to lift the burden of poverty in a way that will be authentic to local culture and sustainable for future generations.


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