Guest Interview Series 3: Dr. Henry Cloud on Pruning

This is the third in a four-part interview series on productivity, meaning, and the workplace today. Twice monthly, we are bringing in guests to share with us. I could not be more excited to introduce you to the brilliant and bold Dr. Henry Cloud. Our conversation has been edited for length and clarity. Let’s dive in.

When it comes to organizations reaching their biggest goals, you’re a big proponent of a concept you call “pruning.” Can you explain the idea?

“The concept of pruning is one that is built into the natural order to promote growth in many kinds of plants and trees, such as rose bushes or the vines in the greatest wine vineyards. Most simply, it is the very reality that to promote growth, you?must get rid of that which is keeping you from growing.?If you think of a rose bush, for example, it will produce many more buds and branches than it can bring to full fruition. And an important fact is this: not all of those buds are the same quality. There are some good ones, but then there are some?really?good ones. The problem is they are both equally drawing resources from the rose bush. So the gardener cuts the good ones in order for the?best ones to have all of the resources of the bush.?Organizations are like that. Over time, they create some ‘buds,’ be they product lines, business units, positions, processes, meetings . . . or whatever, that might have had a good reason to exist a while back but today are not the best use of that time, money, or people. They are?good . . . but not the best use of funds. So the great leaders regularly prune in order to make sure that all of their resources are going to what matters most. And here is the kicker . . . I usually prune my trees at home when they get ‘overgrown,’ and pruning is needed so we can see the house again or make room. But great gardeners?and?leaders do not wait for it all to get overgrown . . . they prune as a regular discipline. For my Leadership University (LeadU.tv), I interviewed the winemaker in Tuscany who won best wine in the world three times, and he told me his biggest problem was getting his growers to have the courage to prune far enough to create the most growth. It is the same with leadership . . . it takes guts to cut things.”

?You say there are three components to successful pruning. What are they?

“Pruning is needed in three contexts:

1. We prune activities and sometimes even positions that are ‘good,’ and may be contributing in some way, but are not the ‘best.’
2. We prune activities and sometimes even positions or people who are ‘sick and not getting well,’ meaning that we have tried our best to turn them around, yet it is proving fruitless and hopeless.
3. We prune those activities and positions that are ‘dead branches’ and are not really doing much of anything but taking up space that we need to use in other ways.

I love the pruning question you pose to leaders: ‘What is present today that is not in line with tomorrow?” How do leaders respond to this—emotionally? Practically?

You usually see a few conflicting emotions: An immediate discouraged or downer of a feeling that says, ‘Oh . . . if I did not have x in the picture, things would be a lot better. I can’t imagine still being in this activity, problem, conflict, or relationship a year from now.’ Second, you see a little glimmer of hope and excitement of what it would look like for that reality to no longer be on their plate. And third . . . some kind of fear or conflict in what is going to be involved in actually following through. It might mean hurting someone’s feelings or a little chaos of having to reorganize in some way or go through a little bleeding, and that takes courage. It is like having a bad tooth along with a fear of the dentist, so you continue to chew on just one side of your mouth for another year. Or chronic knee pain but not wanting to go through the temporary pain of a knee replacement and rehab. The bad news, though, is this: You will not get to the tomorrow you desire if you do not prune what is standing in the way. The good news is that the pain and rehab is temporary!

Leaders are adding a lot to the plate in this unique time in history. Using the pruning metaphor, what should they be looking to prune and why??

“It certainly varies depending on their own circumstances, but what they need to prune will certainly fall into those three categories: good but not best, sick and not going to get well, and long-since dead weight. A few categories for them to look at would be businesses they are in that are not where the real-life and future of their business lies; product lines or services that make a profit but whose resources could go into the best lines; people who are causing division, loss of morale, or whose performance is not in line with the future that is needed; meetings; vendors; and even customers.”

How can people who are not the boss safely find the courage to do this important pruning? What can happen when they do??

“The first thing they need to do is to make sure that they are aligned in that they have control over what they are being held responsible for. That would give them the power to do it. If they don’t, then a good discussion with their boss or whoever is in “control” is in order. Use this line: ‘You have asked me to produce x results, and you have given me x plus y responsibilities (or persons or whatever). Both can’t happen . . . so which one do you want me to do?” Then it falls into the lap of the one who is truly responsible and keeping them from getting to the result. I remember my first assistant, a very seasoned woman, came to me and said, ‘You have hired someone for 20 hours a week, and you have given me 40 hours of projects. Which 20 would you like done?’ Ouch . . ."?

You’re a psychologist with decades of experience talking with people about their ambitions, struggles, and dreams. Do you have any last words about how to get out of our own way in leading our teams and organizations??

“The number one best way is to find a stellar coach, mentor, or advisor who really knows you, your business, and your weaknesses and strengths and is committed to you and honest enough to tell you very hard things as well as give you the support you need. There are literally very, very few great performers who really accomplished incredible things that did not have this role operating in their career. Find one!”

Dr. Henry Cloud is an acclaimed leadership expert, clinical psychologist, and New York Times, bestselling author. His 45 books, including the iconic Boundaries, have sold over 20 million copies worldwide. He has an extensive executive coaching background and experience as a leadership consultant, devoting the majority of his time working with CEOs, leadership teams, and executives to improve performance, leadership skills, and culture. Dr. Cloud lives in Los Angeles with his wife, Tori, and their two daughters, Olivia and Lucy.