tag:blogger.com,1999:blog-14535710188258208412024-02-07T05:12:06.660-05:00Managing and Leading at Work and at HomeAnonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.comBlogger193125tag:blogger.com,1999:blog-1453571018825820841.post-254762478931893362013-02-26T13:38:00.003-05:002013-02-26T13:38:58.783-05:00Do you have the guts to go against the crowd?
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<span style="background-color: white; background-position: initial initial; background-repeat: initial initial; font-family: Verdana; font-size: 13.5pt;">Many people at work hold
themselves back from saying what needs to be said, taking care not to step on
others' toes. And many women and men go along with the loudest voices in the
room because they assume that everyone knows what they know, that their
ideas are not as valuable, that others don't want to hear them. This is not
about a lack of confidence, although it may sound that way. You can advise
these quiet folks to stand up for what they believe and nothing will change.
Usually it is not that they don't have a backbone but that they believe in
waiting their turn politely. And their turn rarely seems to come.</span><span style="font-size: 13.5pt;"><o:p></o:p></span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<span style="font-family: Verdana; font-size: 13.5pt;"><br />
In her<span class="apple-converted-space"> </span><a href="http://www.linkedin.com/today/post/article/20130226113112-174077701-best-advice-don-t-listen-to-the-naysayers?trk=eml-mktg-advice-f1-0226-p5" target="_blank">article</a><span class="apple-converted-space"> </span>for LinkedIn's series, "Best
Advice I Ever Got", <a href="http://www.linkedin.com/profile/view?id=174077701&authType=name&authToken=DQWw&goback=%2Empd2_*1_*1_*1_%2F20130226113112*5174077701*5best*5advice*5don*5t*5listen*5to*5the*5naysayers&trk=mp-details-rr-pn" style="font-style: inherit; outline: 0px;"><span style="background: white; border: none windowtext 1.0pt; mso-border-alt: none windowtext 0in; padding: 0in;">Sallie
Krawcheck</span></a>,<span class="apple-converted-space"> </span><span style="background: white;">Past President of Merrill Lynch, US Trust, and Smith
Barney, writes that her mom's advice to "ignore the chattering
crowds" enabled her to "find her voice." Krawcheck made numerous
decisions throughout her career that went against the crowd and nearly got her
fired, yet each time her actions proved correct. </span></span><span style="font-size: 13.5pt;"><o:p></o:p></span></div>
<div style="margin: 0in 0in 0.0001pt;">
<span style="background-color: white; background-position: initial initial; background-repeat: initial initial; font-family: Verdana; font-size: 13.5pt;"><br />
Who has advised you to exercise your voice at work? What do you think are the
barriers to ensuring all voices are heard?</span><span style="font-size: 13.5pt;"><o:p></o:p></span></div>
<!--EndFragment-->Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-58966779112589855532013-01-21T08:31:00.000-05:002013-01-21T08:31:00.232-05:00Do managers need to *make* their employees happy?<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibtwn3HQR44wnuJk5TBbt5wMyKaBnZoovbTsFpiCQD_hQyAAI0-TPIazbl5aksf1y8c__9nzlxotMsL4UQLjebXp9zWmJBHivkN0uwrlS1qB7z5ZiPSH-Roa8ZKsJhclf_aE_-sSGkKyI/s1600/ID-100100179.jpg" imageanchor="1" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEibtwn3HQR44wnuJk5TBbt5wMyKaBnZoovbTsFpiCQD_hQyAAI0-TPIazbl5aksf1y8c__9nzlxotMsL4UQLjebXp9zWmJBHivkN0uwrlS1qB7z5ZiPSH-Roa8ZKsJhclf_aE_-sSGkKyI/s200/ID-100100179.jpg" width="145" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">stockimages from freedigitalphotos.net</td></tr>
</tbody></table>
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
I used to tell management students that they don't need happy employees. I was wrong. Read here for why: <a href="http://j.mp/VRbuC0" rel="nofollow">http://j.mp/VRbuC0.</a><br />
<br />
However, I stand by my underlying assumption that managers cannot <i>make</i> their employees happy and that should not be their first goal with employees. Managers create the conditions for happiness; employees choose to be happy.<br />
<br />
Happiness at work, while unique to each individual, is often the product of:<br />
<ul>
<li>Challenging, engaging work. Bored people are not happy.</li>
<li>Seeing the work as valuable and important.</li>
<li>Being immersed in a psychologically safe environment, where each person is free to, and expected to, speak his mind even when disagreeing, and where each person's speech and behavior are respectful of others.</li>
<li>perceiving pay, hiring, and promotion systems as fair</li>
</ul>
Managers are responsible for creating and maintaining these -- they delegate tasks, they demonstrate appreciation and link their employees' work with the organization's goals, and they set the tone of respect and candor. Beyond that, employees must take responsibility for their own happiness.<br />
<br />
For some people, working with people with whom they have an affinity is also a necessary ingredient for happiness. If you are one of these folks, I recommend choosing your job carefully: be sure to meet as many coworkers as possible before taking a job and if possible, attend a meeting and/or a lunch with them.Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-62554470186710072862013-01-16T10:05:00.005-05:002013-01-16T10:05:48.128-05:00Women: Succeeding in school is not the same as succeeding at work<span style="font-family: inherit;">In their recent HBR blog, <a href="http://blogs.hbr.org/cs/2013/01/women_need_to_realize_work_isnt_schol.html" target="_blank">Women Need to Realize Work Isn't School</a>, Whitney Johnson and Tara Mohr demonstrate that the keys used to succeed in school will not open the door to success at work and offer 5 tips for achieving work success:</span><br />
<ol>
<li><span style="font-family: inherit;"><i>Figure out how to challenge and influence authority</i>: school often rewards students who meet teachers' expectations; work rewards employees who solve problems and persuade others to implement their solutions.</span></li>
<li><span style="font-family: inherit;"><i>Prepare, but also learn to improvise</i>: school rewards students who answer the questions "right"; work rewards employees who figure out new questions and discover new answers.</span></li>
<li><span style="font-family: inherit;"><i>Find effective forms of self-promotion</i>: in school, we tests provide opportunities for us to demonstrate learning and performance. At work, we not only have to perform, we have to let people know we're performing. Tests with objective outcomes are rare at work.</span></li>
<li><span style="font-family: inherit;"><i>Welcome a less prescribed, full of surprises, career path</i>: while schools often have course requirements for graduation, career paths must be self-directed. The HR office does not have a list of positions to complete to become CEO.</span></li>
<li><span style="font-family: inherit;"><i>Go for being respected, not just liked</i>: as young women, many of us downplayed our strengths in order to fit in. To succeed at work, we must let go of behaving in "popular" ways and focus instead on gaining respect.</span></li>
</ol>
<br />
<span style="font-family: inherit;">While what we learned in college prepared us for work, the behaviors to succeed in college are not the same as those that lead to success at work. <span style="font-family: inherit;">What are your thoughts? </span></span><br />
Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-84525498953602800542012-10-10T11:57:00.000-04:002012-10-10T11:57:19.965-04:00Why listenHere is <b style="font-weight: normal;">Kevin Sharer, CEO of biotech giant</b> <b style="font-weight: normal;">Amgen,</b> recounting the events that spurred him to become a better listener:<br />
<br />
<br />
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<br />
<br />
http://www.mckinseyquarterly.com/Governance/Leadership/Why_Im_a_listener_Amgen_CEO_Kevin_Sharer_2956<br />
(00:02:46)<br />
The best advice he ever got to listen better is to have only one objective when listening: understand what the other person is trying to convey to me. His "bandwidth" for listening increased when he realized there will be time later to persuade or critique.<br />
<br />
What about you? Can you let go of your own plans to argue convince, or object and use your listening time to focus on comprehension?Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-57981879520388268082012-10-08T12:07:00.001-04:002012-10-08T12:09:10.238-04:00Do we have to "normalize discomfort" to create a feedback culture?In her interview with the <a href="http://www.washingtonpost.com/national/exhaustion-is-not-a-status-symbol/2012/10/02/19d27aa8-0cba-11e2-bb5e-492c0d30bff6_story_2.html" target="_blank">Washington Post</a>, University of Houston Professor and author of <a href="http://www.amazon.com/Daring-Greatly-Courage-Vulnerable-Transforms/dp/1592407331" target="_blank">Daring Greatly</a> Dr. Brené Brown states, "the most common criticism (HR People) hear [from
people leaving their jobs] is, 'I never got any feedback.'"<br />
<br />
Most managers and leaders with whom I meet and who I coach or train have no idea how to give feedback, or they assume that feedback is only something one does when one must take corrective action. As Dr. Brown says, when most managers gave feedback it "was corrective. It was fast and not
meaningful, and it was blaming."<br />
<br />
We must give feedback frequently -- and look for opportunities to appreciate what people do -- to be heard when we have to correct a performance shortfall. Dr. Brown describes a "feedback culture where discomfort is
normalized." But most of us don't want to normalize discomfort; we want to avoid discomfort at all costs! What we fail to realize is that avoidance leads to future much more uncomfortable conversations when things are so bad we <i>have</i> to say something -- and we're emotional about it and therefore less likely to speak calmly (which leads the other person to respond with their own negative emotions, which block them from fully hearing us).<br />
<br />
So how can we "normalize discomfort"? First, give feedback when things are going well -- let people know what's working and why you appreciate them.<br />
<br />
Second, when giving corrective feedback test yourself with two questions:<br />
<ol>
<li>am I just venting, or, if I truly want to see a change, am I feeling strong emotions when I think about it?</li>
<li>can I define the changed behavior I seek clearly and concretely?</li>
</ol>
<br />
If you're venting, feeling emotional, or unable to define the future state you seek, now is not the time to give feedback. <br />
<br />
Third, ensure your corrective feedback is given "respectfully and
wholeheartedly" and tied into the organization's mission and goals. Feedback is critical for your best employees, your good employees, and your adequate employees (those not adequate should be moved out) because it keeps everyone focused on the purpose of their work, provides inspiration, and facilitates self-motivation.Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-27942282440966857212012-09-07T08:55:00.001-04:002012-09-07T08:55:23.825-04:00Stop talking!Have you tried to persuade people to change behaviors? What methods are you using? If you're like most people, you've probably talked. And talked, and talked. I'm sure you've been very logical. I've no doubt you were quite sincere. And maybe you persuaded your target to change a behavior -- eat less, walk more, collaborate with peers, speak up in meetings, avoid interrupting others. They followed your heartfelt good advice . . . for about a week. And now they are back to their previous behaviors.<br />
<br />
Few people are persuaded by logic. Talking rarely works. So what does? How about changing the environment?<br />
<div class="separator" style="clear: both; text-align: center;">
<iframe allowfullscreen='allowfullscreen' webkitallowfullscreen='webkitallowfullscreen' mozallowfullscreen='mozallowfullscreen' width='320' height='266' src='https://www.youtube.com/embed/2lXh2n0aPyw?feature=player_embedded' frameborder='0'></iframe></div>
What is in your environment that encourages the behaviors you seek? What is in the environment that <u>discourages</u> the behaviors you seek?<br />
<br />
Take a look around and let us know.Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-74228370770415473852012-08-24T10:52:00.003-04:002012-08-24T10:57:19.379-04:00Help your manager handle conflict well<div style="font-family: Arial,Helvetica,sans-serif;">
<span style="font-size: small;">Today's <a href="http://www.hreonline.com/HRE/story.jsp?storyId=533350217" target="_blank">Human Resource Executive Online</a> presents a survey that shows that </span><span style="font-size: small;">41% of "employees think the person to whom they report does not deal well with
workplace conflicts. In fact, of 20 managerial behaviors that the survey
asked respondents to rate how much they trusted their immediate
supervisor to master, handling workplace conflicts ranked last in the
survey."</span>
</div>
<div style="font-family: Arial,Helvetica,sans-serif;">
<span style="font-size: small;"><br /></span></div>
<div style="font-family: Arial,Helvetica,sans-serif;">
While managers should learn to both resolve conflicts and to coach their teams to resolve internal conflicts, employees can go a long way toward helping their managers do so by following these steps: </div>
<div style="font-family: Arial,Helvetica,sans-serif;">
<br /></div>
<ol style="font-family: Arial,Helvetica,sans-serif;">
<li>Before bringing a conflict to your manager, work to resolve it on your own. Have you looked at the issue from the side of the other party? Have you fully listened to and understood his/her concerns? Have you found ways to help the other party hear yours?</li>
<li>When bringing a conflict to your manager, remember to bring the fullest story you can -- not just your own perspective but also what you understand the other party's perspective to be. There's no point in sending your manager off in a huff to confront the other party, then having him or her return to you with the other party's story. This would lead your manager to see you as manipulative. Your manager needs to see you as a partner, not a whiner. </li>
<li>Approach your manager from the perspective of a collaborator, not a needy conflict-avoider: you want to resolve the conflict productively and you would like to ask for his help. You respect your manager's time and have tried all you can think of to resolve the conflict on your own.</li>
<li>Don't just drop the problem in your manager's lap but instead come prepared to suggest two or three solutions.</li>
</ol>
<span style="font-family: Arial,Helvetica,sans-serif;">As much as possible, leave personal issues out of the message -- it doesn't matter if you think the other party is a jerk. What you need from your boss is help managing the problem, not the person. </span>Anonymoushttp://www.blogger.com/profile/07012220883578833655noreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-20531147034959884182012-06-20T15:49:00.000-04:002012-06-20T15:49:00.157-04:00Absence makes the team grow stronger, part 3<!-- copy and paste. Modify height and width if desired. --> <object id="scPlayer" width="537" height="407" type="application/x-shockwave-flash" data="http://content.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/jingh264player.swf" ><param name="movie" value="http://content.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/jingh264player.swf" /><param name="quality" value="high" /><param name="bgcolor" value="#FFFFFF" /><param name="flashVars" value="thumb=http://content.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/FirstFrame.jpg&containerwidth=537&containerheight=407&content=http://content.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/00000019.mp4&blurover=false" /><param name="allowFullScreen" value="true" /><param name="scale" value="showall" /><param name="allowScriptAccess" value="always" /><param name="base" value="http://content.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/" /><iframe type="text/html" frameborder="0" scrolling="no" style="overflow:hidden;" src="http://www.screencast.com/users/Illysa/folders/LVT/media/1c37573a-20a0-45a1-9182-f98dcfb24994/embed" height="407" width="537" ></iframe></object>
This screencast was created for a course titled, Leading Virtual and Global Teams and may refer to an assignment. Please be sure to view parts 1 and 2 of this series for full information. Source: Can Absence Make a Team Grow Stronger? By Ann Majchrzak, Arvind Malhotra, Jeffrey Stamps, and Jessica Lipnak
© 2004 Harvard Business School Publishing Running time: 00:04:45Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-55238659336626793702012-06-16T15:43:00.000-04:002012-06-16T15:43:00.268-04:00Absence makes the team grow stronger, part 2Part 2 of 3
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This screencast was created for students in a course titled, Leading Virtual and Global Teams. Running time: 00:04:28
Please be sure to view parts 1 and 3 (soon to be released) of this series for full information. Source: Can Absence Make a Team Grow Stronger? By Ann Majchrzak, Arvind Malhotra, Jeffrey Stamps, and Jessica Lipnak
© 2004 Harvard Business School PublishingUnknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-53744757619873457472012-06-12T15:43:00.000-04:002012-06-12T15:43:00.769-04:00Absence makes the team grow stronger<!-- copy and paste. Modify height and width if desired. --> <object id="scPlayer" width="536" height="401" type="application/x-shockwave-flash" data="http://content.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/jingh264player.swf" ><param name="movie" value="http://content.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/jingh264player.swf" /><param name="quality" value="high" /><param name="bgcolor" value="#FFFFFF" /><param name="flashVars" value="thumb=http://content.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/FirstFrame.jpg&containerwidth=536&containerheight=401&content=http://content.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/00000017.mp4&blurover=false" /><param name="allowFullScreen" value="true" /><param name="scale" value="showall" /><param name="allowScriptAccess" value="always" /><param name="base" value="http://content.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/" /><iframe type="text/html" frameborder="0" scrolling="no" style="overflow:hidden;" src="http://www.screencast.com/users/Illysa/folders/LVT/media/7c4be0b8-d2db-4949-8023-bf79245f0137/embed" height="401" width="536" ></iframe></object>
(00:04:45)
To be continued . . .Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-65556320822166701252012-05-17T11:14:00.003-04:002012-05-17T11:16:59.214-04:00How to be professional onlineMany of us, particularly those of us over age 40, struggle with knowing what is "appropriate" to post online: everything we do is available to everyone. Whether I post a tweet, to my facebook page, my LinkedIn page, or I comment on someone else's blog, that information is available to current colleagues, potential clients, my children, my neighbors, and anyone else who cares to notice.<br />
<br />
I grew up in a generation that was taught to be careful what we discussed at work -- certain topics were clearly unprofessional (sex, religion, and politics were the big 3 no no's), while others we should gear toward our audience. I might discuss my garden with a colleague who also gardens, but I wouldn't discuss energy conservation with a colleague driving an SUV -- he'd view me as sanctimonious, which could hurt our future dealings. Good old fashioned New England culture (like the Brits they came from) teaches that sometimes it's best to turn a blind eye to the differences between us.<br />
<br />
So, do I write a rant about water use on my Facebook page, presumably a place only my friends would look, and keep my blog and twitter feeds focused on business? That's been my practice, but I'm not sure it really matters given how whatever I write will show up in any search.<br />
<br />
Allison Fine has some good advice for those of us who did not grow up believing it's best to share everything about ourselves with everyone in her article for the Harvard Business Review, "<a href="http://blogs.hbr.org/cs/2012/05/the_new_professional.html?cm_mmc=email-_-newsletter-_-weekly_hotlist-_-hotlist051412&referral=00202&utm_source=newsletter_weekly_hotlist&utm_medium=email&utm_campaign=hotlist051412" target="_blank">What Does 'Professional' Look Like Today</a>?"<br />
<br />
Here's a summary of her ideas:<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijMVX9cfnx4ymoGbmZuj89glC7p_bewiWPAtMC-w4iBv6zyIr_ZluQtY8X5Hf7TFrWXdMR0-Pv26emG7v54XaRFViHZTvSLJQGTxenwx5vRvv8mZqkfaetG9d8ihXLMKJr5LXIi53UzpGN/s1600/Slide1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEijMVX9cfnx4ymoGbmZuj89glC7p_bewiWPAtMC-w4iBv6zyIr_ZluQtY8X5Hf7TFrWXdMR0-Pv26emG7v54XaRFViHZTvSLJQGTxenwx5vRvv8mZqkfaetG9d8ihXLMKJr5LXIi53UzpGN/s320/Slide1.jpg" width="320" /></a></div>
<br />Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-73859709148887258422012-04-20T17:56:00.000-04:002012-04-20T17:56:08.361-04:00Do the difficult right, rather than the easy wrongYou know how it seems harmless to tell your assistant to tell a caller you're avoiding that you're out to lunch? Or, when your kid answers the phone and it's a telemarketer, have the kid say you're not home? Are these little while lies really a problem? Well, as Dave Anderson says in a recent <a href="http://www.success.com/articles/1750-the-lies-we-tell" target="_blank">Success Magazine article</a>, “If you really are unavailable, there’s no need to have your assistant
say you’ve stepped out,” he says. “Just say you’re not available.”<br />
<br />
Why, when it's so much easier to tell a fib? The caller will never know.<br />
<br />
True, but what have you taught your assistant, or your child, about what to say to <u>you</u> when what they have to say is too hard? What will your assistant tell you when he misses a deadline? Will he blame a vendor, or admit that he'd underestimated the time needed? <br />
<br />
So many of my kids' friends had facebook pages before they were 13 (the
minimum age). If we parents allow our children to misrepresent themselves at
13, will we let them write on their college application that they
were captain of the soccer team when they were a member of the team?
Will they write on a job application that they were a Navy Seal when
they were in the Navy but not a Seal teammember?<br />
<br />It's hard to think about repurcussions sometimes. What do you do to ensure you do the difficult right and keep yourself from doing the easy wrong?Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-60393562161579890372012-03-21T10:13:00.002-04:002012-03-21T10:13:00.496-04:00How do we measure business success?How do we measure personal success? I've discussed in this blog that so many leaders assume that employees measure their success by their paycheck, when in fact, people focus on this metric only when it's raise time or when they hear other people are earning more than they. What about businesses? Isn't profit the obvious metric for the success of a business?<br /><br />Not according to our youngest graduates: "92% of millennials say in a <a href="http://www.deloitte.com/view/en_GX/global/about/business-society/7db3b035c93d4310VgnVCM2000001b56f00aRCRD.htm?id=gx_tw_130212_1505">survey</a> that a company's success should be measured by more than profit." What metric are they using? <br /><br />They are looking at the business' influence and impact on society and the environment. They have higher standards than those currently running those businesses. What behavior will they force on their employers and in what ways can we expect a better world as they develop in their careers?Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-88049293663705049402012-03-19T09:56:00.002-04:002012-03-19T09:56:01.028-04:00What is the purpose of a business?One of my favorite HBS professors, Earl Sasser, asked that question of our class (in 1989) . A student replied that it was to provide a return to our shareholders commensurate with the risk they accepted.<br /><br />Professor Sasser said, "Providing value to shareholders is one purpose of a business, but it is only one. And as a purpose it comes after these: to provide value to the communities within which it operates, to its employees, and to the larger world."<br /><br />A hush fell over the classroom and I realized that no one had thought of that before. I figured it must be important so I wrote it down on a little piece of paper, put it in the briefcase I bought at graduation, and carried it for at least 10 years -- until the briefcase was destroyed in a flood.<br /><br />Today's new graduates are less likely to be as shocked by Professor Sasser's assertion that businesses are not solely about investor returns. In a <a href="http://www.deloitte.com/view/en_GX/global/about/business-society/7db3b035c93d4310VgnVCM2000001b56f00aRCRD.htm?id=gx_tw_130212_1505">survey</a> of more than 1,000 of its employees born after 1981, Deloitte Touche Tohmatsu found that when respondents were asked to name three terms that encapsulate the purpose of business, 51% cited societal development and only 39% cited profit.<br /><br />What are the implications for a society that sees the advancement of that society as the main purpose of daily life (which, really, is what business encapsulates for the vast majority of people -- it is our daily life to open our stores, teach students, raise crops, build cars, etc.)?<br /><br />I can't wait to see.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-88431473285199725282012-03-15T11:27:00.000-04:002012-03-15T11:27:00.160-04:00We are teachers all the time . . .<span style="font-family:verdana;">How powerful are models? Very powerful. The folks at </span><a style="font-family: verdana;" href="http://now.eloqua.com/es.asp?s=567&e=151772&elq=0b5662b95b284bbc9fb620cfca6af882">Crucial Skills</a><span style="font-family:verdana;"> provide a great example: They sent a researcher to cut in a long line at the movie theater in front of another research associate who was pretending to wait in line. The research associate politely said, "I'm sorry, perhaps you're unaware. We've been standing in line for half an hour." The line cutter apologized and moved to the end of the line. </span><br style="font-family:verdana;"><br style="font-family:verdana;"><span style="font-family:verdana;">How did this modeling change others' behavior?</span><br style="font-family:verdana;"><br style="font-family:verdana;"><span style="font-family:verdana;">"We then waited a few minutes and cut in front of the person who was standing just behind our research associate who spoke up. Would the subjects take their cue from the person who said something? . . . 85 percent of the observers said the exact same thing when one of our colleagues cut in front of them.</span><br style="font-family:verdana;"><br style="font-family:verdana;"><span style="font-family:verdana;">Demonstrating a simple, polite, and apparently effective script provided observers with the motive to step up to a problem they normally would have avoided. Individuals who would normally have said nothing, once exposed to a positive example now spoke their minds."</span><br style="font-family:verdana;"><br style="font-family:verdana;"><span style="font-family:verdana;">When someone speaks over others in a meeting at work (the equivalent of cutting the line), speak up! Respectfully and calmly say, "I'd like to hear the rest of So 'n So's comments and then hear yours. Would you please let her finish?" You will find that most everyone in the room not only appreciates it, but are willing to step in the next time.</span><br style="font-family:verdana;"><br style="font-family:verdana;"><span style="font-family:verdana;">How about you? Have you ever seen people take important actions to help a group overcome an individual's misbehavior? Has that action led to others' actions that support the group's working together? </span>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-76512907601801924502012-03-09T13:14:00.003-05:002012-03-09T13:14:00.436-05:00Pick up the phone!When you must communicate something emotional, pick up the phone or, if possible, arrange a face-to-face meeting. <br /><p>"In one <a href="http://www.spring.org.uk/2010/09/emails-dark-side-10-psychology-studies.php">study</a> participants thought that their sarcasm would be communicated 80% of the time. Face-to-face this was accurate, but over email the actual figure was 56%.</p> <p>This overconfidence was also seen when people tried to communicate anger, sadness, seriousness and humour in an email. Without body language cues, it's hard to communicate more than literal meanings."</p><p>While emoticons are fun and can be helpful, they do not convey the breadth of emotion we convey in our body and facial language. If you must criticize, complain, or negotiate, try to get a face to face meeting with the other party. If that's not possible, at least use the phone where tone of voice cues help convey emotion. As a last resort, try a visual email tool, such as eyejot. <br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-18393490498576410692012-03-07T13:05:00.001-05:002012-03-07T13:05:00.094-05:00Every email costs 1 minute of distraction (in addition to reading and response time)In a report of several studies of email use, <a href="http://www.spring.org.uk/2010/09/emails-dark-side-10-psychology-studies.php">Psyblog.com</a> presents compelling reasons to limit email use:<br />1) every time we open an email, we need at least a minute to get our minds back to what we were working on previously<br />2) we open email far more frequently than we believe we do, with most people checking email every 5 minutes.<br /><br />The report says we spend 23% of our work day checking email, or 110 minutes in an 8-hour work day. I'm not sure how many discreet emails this assumes, so I can't estimate how many minutes we spend getting our minds back into the task we were focused on before we opened email. However, I'm betting it's close to an hour.<br /><br />Use email as a effectiveness and efficiency tool, not as a drain on your time and energy, by setting your email notification to 45 minutes rather than 5 (or immediate!) and disciplining yourself to check email only then.<br /><br />Let me know how this works for you!Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-37407436960556953762012-03-05T14:05:00.000-05:002012-03-05T14:05:00.706-05:00noncash motivators are more effective than financial incentives"Three noncash motivators—praise from immediate managers, leadership attention and a chance to lead projects or task forces—are . . . even more effective motivators than the three highest-rated financial incentives: cash bonuses, increased base pay, and stock or stock options" according to the <a href="http://www.mckinseyquarterly.com/Motivating_people_Getting_beyond_money_2460">McKinsey Quarterly.</a><br /><br />As managers we must use these motivators -- we are responsible for creating the context and exploiting opportunities that provide opportunities to employees to lead visible and valuable projects, and for noticing when employees do great work (and therefore praising and giving attention to those employees).<br /><br />Managers and leaders establish the conditions that enable a person to access his internal motivation by demonstrating non-characterizing, direct, and specific appreciation and by coaching employees whenever possible.<br /><br /><br /><br />1Dewhurst, M., Guthridge, M., & Mohr, E. (2009, November). Motivating people: Getting beyond money. Retrieved February 25, 2012, from McKinsey Quarterly : http://www.mckinseyquarterly.com/Motivating_people_Getting_beyond_money_2460Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-639084165868047952012-03-02T14:57:00.003-05:002012-03-05T12:13:30.825-05:00Have a habit you want to break?If you have a habit you want to break, the key is figuring out the cues that tell your brain to start engaging in whatever the behavior is. According to Charles Duhigg in a <a href="http://www.nytimes.com/2012/02/19/magazine/shopping-habits.html?pagewanted=8&_r=2&seid=auto&smid=tw-nytimes">NY Times article</a>, "experiments have shown that most cues fit into one of five categories: location, time, emotional state, other people or the immediately preceding action.<br /><br />When the urge strikes to engage in whatever bad habit you are in, ask yourself:<br /><ol><li>Where am I?</li><li>What time is it?</li><li>How do I feel?</li><li>Who else is around or what just happened?</li></ol>Once you have a few data points recorded, you may see patterns. Break the pattern(s), and you are more likely to succeed in breaking the habit. Always smoke after an argument? Try going for a walk. Always eat tortilla chips while watching a football game? Watch the game at a different location -- perhaps a room in which you never eat, or with friends who aren't into salty snacks.<br /><br />Let me know if it works!Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-38997578094129517132012-02-28T14:36:00.002-05:002012-02-28T14:36:01.262-05:00Clearly state desired outcome, then let people make it happen<span style="font-family: arial;">Itay Talgam, in a </span><a style="font-family: arial;" href="http://www.ted.com/talks/lang/en/itay_talgam_lead_like_the_great_conductors.html">Ted talk</a><style> <!-- /* Font Definitions */ @font-face {font-family:"Times New Roman"; panose-1:0 2 2 6 3 5 4 5 2 3; mso-font-charset:0; mso-generic-font-family:auto; mso-font-pitch:variable; mso-font-signature:50331648 0 0 0 1 0;} /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman";} a:link, span.MsoHyperlink {color:blue; text-decoration:underline; text-underline:single;} a:visited, span.MsoHyperlinkFollowed {color:purple; text-decoration:underline; text-underline:single;} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --></style><span style="font-family: arial;"> on leadership, shares short clips of various famous orchestral conductors. In one clip, he presents a very controlling conductor and he tells us that this conductor received a letter signed by all 700+ members of the orchestra that said, “you’re a great conductor. We don’t want to work with you. Please retire.” </span><br style="font-family: arial;"><br style="font-family: arial;"><span style="font-family: arial;">Why? When we work under so much control, we can’t develop our own stories. And happiness at work (whether in an orchestra or in an office) "does not come from only (the leader's) own story. The joy comes from enabling other people’s stories to be heard at the same time."</span><br style="font-family: arial;"><br style="font-family: arial;"><span style="font-family: arial;">Talgam tells of another conductor who says, "the worst damage I can do to my orchestra is give them clear instructions because that would prevent the ensemble, the listening to each other.” </span><p style="font-family: arial;" class="MsoNormal">How do leaders give clear instructions, but not so clear that they stifle their employees' development and commitment? <br /></p><p style="font-family: arial;" class="MsoNormal"><br /></p><p style="font-family: arial;" class="MsoNormal">By ensuring the outcome he desires is clear, that his employees are trained and skilled enough to reach that outcome, and then by trusting and celebrating the way those employees choose to get there. At the very end of Talgam's talk, he presents a conductor who makes none of the typical conductor movements with his hands. He merely watches his orchestra play, his broad smile evidencing his pure enjoyment of their playing. <br /></p><p style="font-family: arial;" class="MsoNormal"><br /></p><p class="MsoNormal"><span style="font-family: arial;">Talgam tells us, "do without doing."</span><br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-83408583889470795822012-02-25T14:52:00.003-05:002012-02-27T12:24:15.353-05:00How much do retailers know about us?In this case, <a href="http://www.nytimes.com/2012/02/19/magazine/shopping-habits.html?pagewanted=7&_r=2&seid=auto&smid=tw-nytimes">Target knew a high school girl was pregant before her father knew</a>:<br /><br />"About a year after Pole created his pregnancy-prediction model, a man walked into a Target outside Minneapolis and demanded to see the manager. He was clutching coupons that had been sent to his daughter, and he was angry, according to an employee who participated in the conversation. <p itemprop="articleBody"> 'My daughter got this in the mail!' he said. 'She’s still in high school, and you’re sending her coupons for baby clothes and cribs? Are you trying to encourage her to get pregnant?' </p><p itemprop="articleBody"> The manager didn’t have any idea what the man was talking about. He looked at the mailer. Sure enough, it was addressed to the man’s daughter and contained advertisements for maternity clothing, nursery furniture and pictures of smiling infants. The manager apologized and then called a few days later to apologize again. </p><p itemprop="articleBody"> On the phone, though, the father was somewhat abashed. 'I had a talk with my daughter,' he said. 'It turns out there’s been some activities in my house I haven’t been completely aware of. She’s due in August. I owe you an apology.'"</p><p<br />itemprop="articleBody">I'm not sure what's most concerning: that we're all so predictable, that we get into habits that are so ingrained that we are completely unaware of them, that new habits (and generally ones that aren't great for us) are very easy for us to form when we start them as a result of a marketing outreach, or that retailers -- and everyone else-- knows more about us than we seem to know about ourselves!<br /></p>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-64061164040515711232012-02-22T14:36:00.002-05:002012-02-22T14:36:00.315-05:00Turn on your email at specific times of the day; then turn offHave you found lately that you might be working intently on something when you hear that little ding or see the number change on your email icon that lets you know there's a new message and suddenly you cannot concentrate? <br /><br />According to Charles Duhigg in a <a href="http://www.nytimes.com/2012/02/19/magazine/shopping-habits.html?pagewanted=4&_r=2&seid=auto&smid=tw-nytimes">NY Times article</a>, as soon as we get a signal that we have a new message, "the brain starts anticipating the neurological “pleasure” (even if we don’t recognize it as such) that clicking on the e-mail and reading it provides. That expectation, if unsatisfied, can build until <span style="font-style: italic;">you find yourself moved to distraction by the thought of an e-mail sitting there unread </span>— even if you know, rationally, it’s most likely not important." <br /><br />You'll save yourself a great deal of time, used up in the mental distraction as well as the physical distraction of clicking away from your work and onto the email, by turning off your email when working on something important. In your day-to-day schedule planning, I strongly recommend turning on your email during specific times, turning it off for a specified length of time, then turning it back on. For example, turn on the email in the morning and deal with important items. Then turn it off for 45 minutes while you focus on other work. Take a break from that work for 15 minutes by walking around for 5 or 10 and checking your email for 5 or 10 minutes. Then repeat. You'll find yourself to be far more productive during those 45 minute stretches.<br /><br />As Duhigg goes on to say, "once you remove the cue by disabling . . . the chiming of your (email), the craving is never triggered, and you’ll find, over time, that you’re able to work productively for long stretches without checking your in-box."Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-2527762693324911902012-02-22T10:01:00.001-05:002012-02-22T10:03:20.497-05:00before you send that email . . .<a href="http://www.onlineitdegree.net/email-overload/"><img src="http://images.onlineitdegree.net.s3.amazonaws.com/email-overload.gif" alt="Email Overload" width="500" border="0" /></a><br />Created by: <a href="http://www.onlineitdegree.net/">Online IT Degree</a>Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-3810227627003351332012-02-20T09:21:00.002-05:002012-02-20T09:21:00.373-05:00"Formal hierarchy is a declining construct"-- <a href="http://www.forbes.com/sites/danschawbel/2012/01/11/how-to-build-a-successful-company-in-2012/2/">Rosabeth Moss Kanter</a><br /><br />The new college graduates in managerial positions with whom I've met recently are interested in shared leadership, concensus-building, and cultures that support employee development. They use terms such as "human potential", "shared meaning", and "social good." And they're not smirking when they use them.<br /><br />In my earliest experiences in management, I worked for companies that would have thought these terms laughable. We expected managers to stay overnight Saturday so that we could save money on their airfare -- even though these managers would have to fly out later Sunday to get to their destination in time for a Monday morning meeting -- leaving them only a few hours on Sunday with their families. We expected everyone to work a minimum of 10 hours each day; anything less would have been seen as weak and uncommitted. Anyone gutsy enough to make a decision that unfortunately went wrong would be roundly criticized in front of his peers.<br /><br />These new graduates are creating a whole new world. I can't wait to work for them.Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-1453571018825820841.post-86157636698486432922012-02-18T09:15:00.001-05:002012-02-18T09:15:00.786-05:00How to be happy at work - Mihaly Csikszentmihalyi<iframe src="http://www.youtube.com/embed/qI755iUMtHI?fs=1" allowfullscreen="" frameborder="0" height="270" width="480"></iframe>Unknownnoreply@blogger.com0