Women at Work
Written for the Democrat and Chronicle's weekly column, "Women at Work" This column is written by members of the Rochester Women's Network. Click the title for the column you'd like to read. If you are a member and would like to submit an article please click here to review the criteria.
By Linda Noeth
(April 27, 2008) Congratulations! You've been asked to manage an operating unit of 20 employees. You're excited because your team's projects are critical and prominent. There's a good mix of experienced veterans and enthusiastic new recruits; the team is diverse in gender, culture, skills and education. It's also virtual.
(April 27, 2008) Congratulations! You've been asked to manage an operating unit of 20 employees. You're excited because your team's projects are critical and prominent. There's a good mix of experienced veterans and enthusiastic new recruits; the team is diverse in gender, culture, skills and education. It's also virtual.
Except for two analysts who are located with you at regional headquarters, everyone else is based throughout North America, Europe and Asia. You're experienced in managing a traditional team, but your confidence gets a little shaky when you consider the challenges of a virtual team. You've never been part of one yourself and, though you've taken plenty of management development courses, you can't remember when those programs addressed techniques for managing people who don't work in the same building or on the same continent.
Before you panic, recognize that you did learn a lot in those classes. You can apply what you learned to your virtual team if you go back to basics.
One of the first things you may have heard about managing teams is that two distinct components are involved: the task and the process. The team's task is simply the product or solution the team is expected to generate and the activities it must undertake to make that happen; the task is the "what."
The process is less straightforward. It encompasses decision-making procedures, roles and relationships, conflict management approaches, communication styles and myriad issues that are less tangible than those related to the task. The process is the "who," "how" and "why."
For the team to succeed, both task and process must be managed. Traditional management techniques are a good place to start, but those techniques need some enhancements with virtual teams. For example:
- Communicate, communicate, communicate. Failure to share information among the team sends a critical message about your management style. Familiarize yourself with the technology available to keep teams connected, then use the appropriate channel to deliver your message. Is a new member starting? Invite the team to a brief Web meeting to welcome him or her. Use instant messaging or presentation software to show pictures of team members during introductions
- Don't let distance keep team members from being involved in strategic planning, decision-making and negotiations. Running effective meetings is always challenging, more so when virtual. Practices such as taking attendance, self-identifying every time participants speak and using virtual technology are necessary to ensure that meetings are efficient and effective. If your team crosses time zones, keep meetings brief to minimize inconvenience for those who have to attend outside of business hours
- Celebrate. Share successes via team e-mails or quick conference calls. Reward and recognition items during team meetings or in team newsletters will also help promote a spirit of appreciation and motivation. Encourage peers to recognize each other, too.
"It is important to remember ... that technology is at best a tool and a facilitator of efficiency. The best technology in the world cannot fix the oh-so-very human issues that sometimes sabotage even the best teams."
Linda Noeth is training and development manager for Unisys inside sales and marketing.
Helping people develop bolsters the bottom line
ARAMARK ranks No. 1 in its industry by peers and analysts
Helping people develop bolsters the bottom line
ARAMARK ranks No. 1 in its industry by peers and analysts
By: Karen Barrow
(April 20, 2008) The good news is that in many cases the simple answer is "yes," according to the management philosophy of Brian Mulvaney, a retired executive vice president of ARAMARK.
(April 20, 2008) The good news is that in many cases the simple answer is "yes," according to the management philosophy of Brian Mulvaney, a retired executive vice president of ARAMARK.
Listed in Fortune magazine's 2008 Most Admired Companies in America, the Philadelphia-based professional services firm was ranked No. 1 in its industry by peers and analysts.
Clearly, over the past decade many corporations like ARAMARK have instituted a greater emphasis on interpersonal competencies that demonstrate a high level of emotional intelligence, the ability to manage through others and the knowledge to motivate employees.
There is also evidence that greater importance is placed on finding a job candidate whose characteristics fit with the organization's culture and values. Once on the job, many top organizations encourage and even reward leaders for supporting team wins, getting buy-in to changes and increasing commitment to the company.
Additionally, according to executive coach Donna Rawady, managers today who are considered at the top of their game "have a tendency to evaluate their own contributions and recognize that they have a part to play in their staff's overall performance."
Then again, this article would not be complete without a critical eye on the managers who still haven't developed strong people skills. Part of the reason they may not be competent is the way in which managers acquire their interpersonal skills.
Many companies hire managers for their technical skills in hopes that they can "train" a person to be a manager. While it is true that some management skills are acquired through training, for the most part training is not a sure-fire way to success.
William Byham, chairman and chief executive officer for Development Dimensions International, a training company that identifies and develops leadership talent, says that his research shows only about 10 percent of leaders who come out of management training actually implement new behaviors on the job.
Another reason for a lack of interpersonal competence is the list of management priorities: shareholder return, bottom-line results, product or service quality, and increasing customer satisfaction. Where on their scorecard does it say "Spend time coaching or mentoring direct reports"? More often than not, managers do not get rewarded for listening, providing feedback and empowering their people.
What do managers need to feel more competent?
Managers need to acquire a level of self-awareness of how they are modeling the behaviors they want to see in their employees. They need to become a potent force shaping employees' positive behaviors by modeling expectations of alignment with organizational values, guiding visions and positive belief systems. Once managers express these expectations through feedback and role modeling, they begin to develop responsible individuals who are mutually accountable for creating conditions of increased organizational performance.
Companies are recognizing that a manager's contribution to the bottom line is in recognizing, developing and engaging people at all levels. Furthermore, senior leaders are beginning to epitomize what competent management looks like.
However, executives must continue to hold their managers accountable for managing in a way that encourages effectiveness.
Karen Barrow is owner and founder of Baybridge Consulting Inc., an organizational development firm specializing in culture change, group dynamics and leadership development.
Employers need to act against domestic violence
By: Alana Miller
(April 13, 2008) Ninety-four percent of corporate security directors rank domestic violence as a high security problem at their companies.
Employers need to act against domestic violence
By: Alana Miller
(April 13, 2008) Ninety-four percent of corporate security directors rank domestic violence as a high security problem at their companies.
In the same survey, 66 percent of executives said their companies' financial performance would benefit by addressing the issue with employees.
With nearly one in three women reporting abuse at some time in their lives, domestic violence is likely to affect almost every workplace.
The U.S. Department of Justice estimates that intimate partners, such as husbands, ex-husbands and current and former boyfriends, commit violent crimes against about1 million women every year.
In Rochester last year, a death caused by domestic violence happened every six to seven weeks.
"(Victims are) anything but typical," says Cathy Mazzotta, executive director of Alternatives for Battered Women. "They can make six figures or no figures. They can be the person sitting next to you. ... They are individuals who feel trapped in a situation that is unsafe to leave. It comes to the workplace every day."
Employers should consider violence against women as a workplace issue for both ethical and bottom-line reasons.
The Centers for Disease Control and Prevention estimate that the annual cost of lost productivity due to domestic violence equals $727.8 million, with more than $7.9 million worth of paid workdays lost each year.
Nationally, health care costs for domestic violence victims are nearly $4.1 billion.
What are signs of domestic abuse? Look for job performance problems, difficulty concentrating, lateness, missed work, excessive phone calls, physical injury, warm weather attire in hot weather, inability to work late and depression.
Local organizations can help you start a program to address domestic violence in your workplace by offering counseling services, resources and training.
ABW offers presentations and training for your company through the Rochester Workplace Initiative on Domestic Violence (www.abwrochester.org). The agency is a licensed provider of shelter with a continuum of services.
The local organization Stand Up Guys recognizes that violence against women is an issue for everyone and that men need to stand up and get involved, too (www.standupguys.org).
Annie Lane, an advisory board member, believes that "all employers should be educated on this issue. In many cases the office is the woman's only safe haven."
They suggest changing phone extensions, moving desks and alerting security to help women in crisis.
Domestic violence is a security and liability concern in the workplace.
Employers who fail to protect their employees from violence at work may be liable, with jury awards averaging $600,000 nationwide.
"Employers can make it easier for their employees by doing things that won't cost much ... such as changing their work hours to prevent harassment on the job," says ABW's Mazzotta. "By supporting your employees, you send out the message that you care, earning you retention and loyalty."
Contact your local agencies. Create a strategic plan, written policies and procedures with a commitment to offer support and resources. Helping employees who are experiencing abuse can be a challenge for management, but a challenge worth meeting.
Alana Miller is the lead singer and songwriter of Blue Avengers, president of Blue Muze Records and a board member of Alternatives for Battered Women. Reach her at alana@bluemuze.com
Key ideas make difficult conversations possible
By: Donna Rawady
(April 6, 2008) Taking the initiative to resolve conflict with a manager, co-worker or colleague is a difficult task for most of us. Fear of repercussion is often one of the reasons for avoidance.
(April 6, 2008) Taking the initiative to resolve conflict with a manager, co-worker or colleague is a difficult task for most of us. Fear of repercussion is often one of the reasons for avoidance.
And as we avoid direct communication about our displeasure with another person's behavior or words, resentment tends to build, making it more difficult to make the first move. Here are a few key guidelines that you may want to consider if you're thinking about making that important first move to resolve a conflict at work.
Check your motive.
Before approaching the person, check your motive. Be sure it includes your desire to generate a positive business impact. For example, if your true motive is to increase productivity, build a better relationship with a colleague or your team, or increase your organization's ability to provide quality customer service, the odds for a positive outcome are good.
"Check your intentions," says workplace and family mediator BJ Mann. "If your intentions are to blame, shame or preach, or you find yourself wagging your finger in your pocket, the outcome is not likely to be favorable."
Avoid assumptions — seek to understand.
Generally, if you're feeling uncomfortable or frustrated with someone, it's likely that they are experiencing similar feelings about you. And it's more than likely that each of you are making inaccurate assumptions about the other's feelings and behaviors.
How do we avoid making inaccurate assumptions that may negatively affect our work relationships? Have a conversation. Be honest, respectful and genuinely seek to understand the other person. Be willing to recommend and participate in a collaborative solution.
When conflict exists between two people, each person may have strong feelings about what they believe the other person should be doing to remedy the situation. Chances are, though, both parties had some part, even if not intentional, in entering or remaining in the conflict. In order to resolve a difference, both parties need to be willing to contribute to the solution.
Before starting your discussion, be prepared to offer a recommendation for how you might collaborate to resolve the problem and include a role for yourself. This may include something as simple as agreeing to remain open and communicating promptly with one another in the future should new conflicts arise.
Prepare to respond versus react.
How can we minimize our own negative or emotional reactions? Prepare to respond. Responding instead of reacting is powerful in that emotions are minimized. Your ability to calmly respond may have the other person thinking more about what you're saying, rather than how you're behaving.
Here's an example of a response you might prepare to deliver in a very uncomfortable situation: "I feel myself reacting to what you've just said and I'd like some time to think about it so that we might have a meaningful dialogue about it later."
Offer thanks and clarify the way forward.
Finally, thank the other person for her willingness to discuss the issue. Before parting, clarify the actions, approaches or next steps you each agreed to in your discussion. If applicable, you may want to schedule a follow up conversation.
Resolving conflict may never be easy. But if you genuinely want to work it out and you're direct, chances are the other person will be responsive and long-term outcomes will be positive.
Donna Rawady is an executive coach who was president of the Rochester Women's Network in 2007. Reach her at www.donnarawady.com.
Dealing with procrastination
By: Amy Orr White
(March 30, 2008) Procrastination is defined as the deferment or avoidance of an action or task and is often linked to perfectionism. For the procrastinator, this may result in stress, guilt, loss of productivity, the creation of crisis and the chagrin of others for not fulfilling one's responsibilities or commitments.
(March 30, 2008) Procrastination is defined as the deferment or avoidance of an action or task and is often linked to perfectionism. For the procrastinator, this may result in stress, guilt, loss of productivity, the creation of crisis and the chagrin of others for not fulfilling one's responsibilities or commitments.
Does this sound like someone you know? Why do people procrastinate? Some say it's the adrenalin rush they get from knowing there is a deadline looming. Others say they cannot get motivated to start something, maybe out of fear or uncertainty, then are beyond stressed when the deadline approaches.
While one excuse may seem better than another, the bottom line is that even though procrastination is normal to some degree, it becomes a problem when it impedes normal functioning.
One thing that needs to be done to overcome procrastination is to change the way the task at hand is viewed.
If you say, "I have to ..., " you feel as though you are being forced to do the task, which can automatically create feelings of rebellion and resentment. Instead, you need to change your attitude to "I want to ...." Procrastination becomes less likely on tasks you openly and freely choose to undertake.
Once you choose to tackle the task, it helps to break it into small, "bite-size" pieces. Instead of focusing on the entire job, ask yourself, "What small steps do I choose to start right now?" Small steps can lead to large accomplishments.
Another type of erroneous thinking that leads to procrastination is perfectionism. Believing that you must do the job perfectly will likely prevent you from ever getting started. A key to moving beyond this roadblock is to know that an imperfect job finished today is better than a perfect project delayed indefinitely.
For busy professionals, procrastination may seem to be a lot like multitasking or prioritizing. Each of us is up against deadlines and timelines, some of which we have little to no control over. Tasks and activities will need to be postponed, delayed or shuffled to the bottom of the pile. Time management strategies may help mitigate some of the delay or postponement, as can reevaluation of your overall priorities (i.e. are there things on your "plate" that you do not need to do at all?). Elimination of unimportant or unnecessary activities can reduce overall workload and stress related to getting them all accomplished in a finite period.
"Procrastination is a type of cost/benefit analysis. While perfectionism, overwork and excessive stress can all contribute, when we procrastinate, we are primarily weighing the value of certain tasks, the likelihood of consequences and the attractiveness of alternate uses of our time," says Mary Guhin, principal of No Nonsense Enterprises and consultant with the international firm of Expense Reduction Analysts (www.expensereduction.com).
"'A wise person does at once what a fool does at last' and 'Act in haste, repent at leisure' — which is more true? These and hundreds of similar nuggets of folk wisdom persist because they are common to the human condition and are intended to provide us with guidance," Guhin says.
In the end, focus on the feeling you get when you do complete a task, assignment or project — relief, pride, satisfaction or happiness. Visualize those good feelings at the start of your task, choose to do the job and then allow yourself to complete it as best you can today.
Amy Orr White has been a member of Rochester Women's Network since 2005 and serves on the business conference committee. She may be reached via e-mail at amy.white@pb.com.
It's not a logical and linear, left-brain world any more
By: Sally Ward
(March 23, 2008) Routine is the evil word of the 21st century. Just ask Dan Pink, author of A Whole New Mind: Why Right-Brainers Will Rule the Future.
Pink says left-brain abilities (those that are logical, sequential or linear) are necessary, but aren't enough to sustain individual and business success in a changing economy. Powerful forces in the new economy demand that we cultivate right-brained abilities such as inventiveness, multi-tasking, artistry and empathy.
U.S prosperity has tripled since 1950 but as a society we're not one bit happier. Pink calls this the abundance gap and says it means we're living in a "significance economy." Those in the middle class and upward are engaged in a search for meaning and purpose.
Think of the implications for business. Product and service offerings must not only offer benefits but also touch an emotional chord. Employers must communicate to prospective hires and staff how they will be able to make a mark in the organization. As Guy Kawasaki, former guru at Apple Computer, observed: "If you can make meaning, you will probably make money."
Forward-thinking leaders and organizations are challenging the routine and adopting out-of-the-box thinking to survive and thrive. The Clinton Family Health Center in Rochester found that the traditional advance appointment model consistently yielded only a 50 percent rate for appointments kept. The center jettisoned that model in favor of a fast-service model like McDonald's, which is client-centric. Director James Sutton notes the remarkable results: "All appointments are now scheduled same day. The percentage of appointments kept has shot up from 50 percent to 95 to 98 percent."
For the health center's leaders, thinking out of the box meant challenging the assumption that advance bookings were necessary to accurately predict staffing demands. By making services more convenient, they increased the meaning and relevance to clients, reaping the benefit in productivity.
To thrive in a significance economy, Pink lists six essential right-brain abilities:
Design. Function is no longer enough. As an example, a flat screen TV offers entertainment presented as modern wall art.
Story. Facts and rationale are necessary but inadequate by themselves. Businesses and organizations must also tell a story that delivers emotional impact and shows how what they did made a difference.
Symphony. Big-picture thinking is the key skill for leaders and leading organizations. The most effective leader is like the orchestra director who visualizes the end result and brings all parts of the whole together to achieve it.
Empathy. Logic is important; empathy is irreplaceable. It cannot be automated or outsourced. Logic says that medical clinics must run by advance appointment in order to staff properly. Empathy looks at what clients want.
Play. Play renews people and inspires creativity. Opportunities to share successes, engage in friendly competition and socialize can prime the pump for increased engagement and fresh thinking.
Meaning. Managers must let each member of a team know the importance of his or her role and how it helps to fulfill the mission. This does not happen without conscious intent and commitment. I've heard many complaints from people who didn't feel appreciated enough, but never one from someone who felt appreciated too much.
Sally Ward is an executive coach who specializes in working with leaders of nonprofits and small to medium-sized businesses. She may be reached at sward@sallywardcoach.com.
Courage, confidence and conviction can tackle tough issues.
By: Ann Johnson
(March 16, 2008) From the board room to the break room, if you are unable to talk honestly with nearly anybody about almost anything, you can expect poor results.
(March 16, 2008) From the board room to the break room, if you are unable to talk honestly with nearly anybody about almost anything, you can expect poor results.
So exactly what skills does it take to speak up when you object, address issues head-on rather than choose to be silent, or dive into potentially risky discussions without fear?
Courage. Confidence. Conviction.
Individuals who choose respectful and candid dialogue use conversations as a lever to move their world and their organizations. They are the opinion leaders who know how to get things done. They use their skills to:
Build engagement rather than compliance or resistance. They share information and feedback in a way that enhances relationships.
Speak persuasively, not abrasively. They talk effectively about high-stakes, emotional and controversial topics without damaging working relationships.
Foster teamwork. They involve the right people in a way that enhances decision-making, promotes the best ideas and reduces deference and defiance.
- Initiate spirited dialogue. They step up to tough issues, share opinions and feelings freely and safely.
Working relationships require respect, trust, collaboration and honesty to achieve desired results. These may include: persuading employees to turn down better-paying jobs elsewhere, convincing customers to quadruple repeat sales and motivating team members to exceed goals every quarter.
Recognizing that dialogue skills aren't taught in traditional school curricula, how can you build personal dialogue skills on your own? Books on the subject include Crucial Conversations and Crucial Confrontations by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler, and Fierce Conversations by Susan Scott.
Looking for one tip? You should "start with heart." Can you put yourself in someone else's shoes and look at a perspective other than your own? "Start with heart" begins with admitting that you are the person you should be trying to improve.
Next, stay focused on what you really want. When you start a high-risk conversation, begin with the right motives and focus on what you want for yourself, for others and for the relationship. Then, choose an option other than arguing or silence. Look for the opportunity to be open and honest.
Opinion leaders, effective teams and productive organizations routinely employ skills that integrate diverse thoughts in a way that produces synergy. That synergy can be seen in performance, productivity, teamwork, change management, quality, relationships, safety, diversity and meetings.
"Dialogue skills are imperative in a world where no one has time to perform 'rework.' They require commitment and practice. Investment in 'Crucial Conversations Training' is leverage for any company. It is both an employee benefit and a tool for better dialogue in business," says Karla Verdi, leadership and management developer at Paychex Inc.'s training center.
If you aren't getting the results you expect, it is likely that an important conversation is holding you back. Take action on the dialogue required to get your personal, professional or business results back on track.
Ann Johnson is business development director at Vitalwork Inc., an organizational development consulting firm in Pittsford. She can be reached at ann@vitalwork.com.
Tips on keeping employees from leaving
By: Debbie Harper
(March 9, 2008) - New Year's Resolutions:
Start diet.
Exercise.
Update résumé and explore career options.
Tips on keeping employees from leaving
By: Debbie Harper
(March 9, 2008) - New Year's Resolutions:
Start diet.
Exercise.
Update résumé and explore career options.
The first quarter of any year is traditionally a time of self-reflection, self-improvement and new beginnings. While the diet may already be blown and the exercise equipment has become an expensive clothes rack, you can bet that your employees are still keeping an eye on what's out there.
The most recent Wall Street Journal/Society for Human Resource Management survey reports that as many as 75 percent are exploring other opportunities.
You can't stop your employees from looking but there are steps you can take to keep them from leaving. When employees are fully engaged with their companies and jobs, they're more likely to slough off day-to-day aggravations and keep their eyes on the bigger picture.
In "Employee Engagement: A Review of Current Research and Its Implications," The Conference Boar consolidated 12 major studies on employee engagement, which the business research group defined as "a heightened emotional connection that employees feel for their organization that influences them to exert greater discretionary effort to their work."
The Conference Board detailed eight key drivers in that report:
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Trust and integrity — how well management communicates and lives the company's vision.
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Nature of the job — its content and mental stimulation.
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Line of sight between employee performance and company performance — understanding one's contribution to the company's success.
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Career growth — future opportunities.
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Pride about the company — self-esteem in being associated with the company.
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Co-workers/team members — the impact of the work environment.
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Employee development — opportunities for individual skills development.
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Relationship with one's manager — the value the employee places on the relationship.
All the studies agreed that the relationship with one's manager was the strongest driver of all. You can use this to your advantage. Whether or not your formal review cycle falls early in the year, it makes sense to spend some one-on-one time with your key employees.
Keeping the eight drivers in mind, ask employees how they perceive their position and status with the company and assess their level of engagement. Are there areas where engagement could be stronger?
Talk through strategies to keep them on track. You can also take the opportunity to let them know they're appreciated. Sometimes recognition and a kind word are all it takes. It's easier to take time today to recognize a key employee than to replace that employee later.
We're not just talking about being nice; we're talking about the business value in making certain key people are engaged.
A Hewitt Associates study on companies with double-digit growth found that employee engagement exceeded that of single-digit growth companies by more than 40 percent.
In today's economy, turnover is a fact of life. Even the strongest managers and best leaders will lose key players. Being cognizant of your employees' drivers will improve retention.
Unplanned turnover is at best an inconvenience. At worst, it will negatively impact your company's bottom line.
Debbie Harper has more than 20 years' experience in executive search, recruitment and consulting. She is founder and president of Harper Hewes Executive Search in Pittsford and may be contacted at www.harperhewes.com.
Leaders of change need to cope with emotions
Leaders of change need to cope with emotions
By: Mimi Bacilek
(March 2, 2008) — Volatility is the name of the game in today's marketplace. Whether change is occurring as an intentional strategy of the organization or in response to external pressure, the leader's job is to create success within the change.
Daniel Goleman, in his groundbreaking work on emotional intelligence, provides insight into how leaders can most effectively lead in times of change.
He found that traditional measures of intelligence serve as baseline competencies for leader success. However, today's increasingly complex environment creates great need for leaders to effectively exert emotional intelligence as well.
Five skills are widely associated with emotional intelligence — self-awareness, self-regulation, motivation, empathy and interpersonal skills.
Self-awareness: The leader's ability to understand how the situation affects her personally. What fears does the change provoke? What worries does it fuel? What thoughts need to be controlled in order to create success? It may be counterintuitive to address self first, but it is akin to the airplane oxygen mask drill — if you're not breathing, how can you help someone else?
Self-regulation: The ability to control and/or redirect disruptive energies that occur for the leader as a result of emotion. The leader must ask: "What do I need to do in order to effectively deal with my own emotions so that I can be most helpful to others?" Emotions are contagious, making the leader's tone incredibly important. One of the leader's key roles is to be effective for the work force so they can produce the neeeded results.
Motivate: Note that we're discussing the third skill and the leader has yet to work outside of herself. The reality of effective leaders is that they work on themselves first. In the midst of painful change leaders must clearly see and communicate the future, chart the course, energize momentum, remove obstacles and reward successes.
Demonstrate empathy: In the course of motivating others toward change, successful leaders must truly understand the challenges employees face. Staffs experience many of the emotions the leader did, but they have less ability to influence the change and ease their own concerns. They usually have less time to adjust to challenges caused by the change.
Leaders must understand the employees' experience and enable success despite staffs concerns or fears. In the absence of staff success, the organization's success is greatly diminished.
Interpersonal skills: Communication skills are the fundamental underpinning. Listening to understand the other's perspective without judging their perspective is very powerful.
Great listeners are among the most influential communicators because they are willing to be influenced. When staffs are completely heard they know their leader cares about them and that bolsters their confidence that the best decisions possible will be made on their behalf.
When staffs believe deeply in the leader, they believe in what the leader is trying to achieve.
As you consider the changes your organization is embarking on, how can you best utilize emotional intelligence in order to create success? Which of the skills is most challenging for you? What is the most impactful change you can make that will enable staff to believe in you and the change you need to implement?
Mimi Bacilek is an executive coach working with leaders as they engage their employees and build high-performing organizations. President of SuccessBuilders LLC, a Rochester-based firm, she can be reached at (585) 227-0308 or by e-mail at mimi @successbuildersllc.com.
Solving emotional issues can increase productivity
By: Donna Pritchard
Solving emotional issues can increase productivity
By: Donna Pritchard
(February 24, 2008) — When asked what time managers could go home if their employees simply came to work, did their jobs and went home, one group of executives said 11 a.m.
Reality, of course, is different, with many managers saying they spend too much time dealing with stressful interactions within their work groups that hurt their own productivity as well as the staff's.
Even if only two hours a day are devoted to handling such "upsets," that represents approximately 500 hours annually taken away from productive activities.
What causes stress and emotional upsets in the workplace? There are a variety of reasons, but these are some of the most common:
- When personal issues and confrontations distract.
- When work plans and initiatives don't match the expected outcome.
- When commitments are thwarted.
- When promises are broken.
Left unresolved, these problems and issues result not only in loss of productivity but also in low morale. Instead of being exhilarated by work, which is what employees want, the daily pattern becomes one of disappointment and fatigue, something to be dreaded each morning.
Listen to conversations in the workplace and observe how people interact. As a leader, your responsibility is to deal with this human dimension, not to shunt it aside. After all, the culture of an organization is greatly affected by the way people behave, and it is the manager who should set the example of the behavior desired.
Everyone experiences emotional distress. But overly emotional reactions induce embarrassment, impatience, sadness, worry and fear. Most importantly for a business, they inhibit productivity.
Transformation can happen when emotionally driven issues are minimized and when leaders and team members become self-sufficient in handling emotional upsets as they occur. How can we get to that point?
Encourage employees to express their feelings to each other in a manner that is assertive. Passive aggressive behaviors, in contrast, can become prevalent when employees share their upset with a third party instead of going to the source immediately.
Eliminate the blame syndrome. Blaming customers, other vendors or providers, teammates or other departments never solves the problem but complicates the ability for people to move on to healthy solutions.
Share strategic thinking and visions of a successful future with employees. Too often, we focus on daily operations, the necessary minutiae of getting the job done, without helping employees see the bigger picture.
That tendency can be related to managers feeling more comfortable with their operational ability than their strategic thinking skills. Linda Hall, founder of the Leadership Center at the Milano Graduate School of Management and Urban Policy at the New School University in New York City, encourages leaders and managers to identify strategies and specific business issues that will make or break them.
Focus on what is going right, even the smallest accomplishments. We often forget a basic motivational skill, that rewarding employees through acknowledgment encourages more of the positive behavior.
Following these simple steps will make a big difference in productivity.
Donna Pritchard is director of development at the Center for Youth in Rochester. Contact her at dpritchard@centerforyouth.net.
Running a small business, household not so different
Running a small business, household not so different
By: S. Dolly Malik and Carol G. McManus
(February 17, 2008) — The Civil Rights Act of 1964 granted women protection from discrimination in employment when they engaged in the same work as their male counterparts. However, one group of feminists argued that the law should give women the same legal standing as male employees for equitable work.
Equitable work proponents argued that jobs dominated by women, so called "pink collar" work, contributed as much to society as male-dominated jobs. Therefore, equitable jobs, distinct from each other but equal in value to society (i.e., nurse and firefighter), should have the same legal protections.
Since the Civil Rights Act extended employment protection to women only for equal work, the idea of equitable work lost support. Based on our experience with small business operations, we agree with scholars who say that the concept of equitable work can be applied to career development.
For example, running a household requires many of the same skills necessary to running a business. These skills should be viewed as valuable by heads of households trying to re-enter the work force and by employers.
Here are several specific responsibilities that heads of households have that are parallel to job functions and responsibilities in the work world:
Managing finances. Heads of households make financial decisions within a budget; maintain accounting records; and operate with fiduciary responsibility to their children, other dependents, suppliers (i.e., retail stores) and customers (i.e., schoolteachers).
Creating a mission and culture. Society's mission of a household is to provide shelter, food and care for a family. This mission is adapted to a household's culture. Each household creates a culture with symbols, language use, imposition of a value system and unspoken rules that develop over time. This culture is handed down to children through stories, rituals and continued adherence to family values. This is similar to how the culture of an organization forms and continues through the years.
Human resources tasks. Selection processes are used when hiring contractors for home projects or services for various family activities. Heads of household evaluate performances or outcomes of service providers and contractors. Training skills are used if family members are taught household or work-related chores. For family members who don't conform to established practices, discipline processes are identified and implemented. It is often heads of households who make compensation decisions, which can include setting and paying allowances.
Hobbies and volunteer positions. These often can demonstrate many transferable skills. As an example, a stay-at-home mom claiming no work skills reveals that she was the treasurer of a 72-team bowling league. Within a week, she is working as an accounting clerk.
Clearly there are many other parallels between running a household and operating a small business. Heads of households should highlight these skills and responsibilities as they re-enter the work force.
S. Dolly Malik and Carol McManus are partners in M and M Consulting in Pittsford, which provides services to small businesses on employee performance and workers' compensation matters. Reach them at MandMConsulting@rochester.rr.com or (585) 746-4762.
Female veterans offer strong, unique work ethic
By: Lynette M. Loomis
(February 10, 2008) — Women account for 15 percent of the U.S. Armed Forces, and 1.7 million veterans are women. Take a close look at your female veteran job applicants: They have unique skills and attributes that will strengthen your workforce.
Female veterans offer strong, unique work ethic
By: Lynette M. Loomis
(February 10, 2008) — Women account for 15 percent of the U.S. Armed Forces, and 1.7 million veterans are women. Take a close look at your female veteran job applicants: They have unique skills and attributes that will strengthen your workforce.
Veterans understand diversity. While many college graduates attended school with people with similar backgrounds, military personnel are thrust into teams of people from many regions and socio-economic origins. If deployed overseas, military personnel live, work and socialize in cultures very different from their own. Their global perspective is critical in today's business environment.
Military personnel work in teams and depend upon one another. When there is a mission to be accomplished, race, gender and philosophical beliefs are irrelevant. Teamwork is not merely a management concept; it is often the means to survival. While there are always some shining stars within a company, realistically, everyone relies on a team to achieve success.
Veterans have a strong work ethic and are conscientious. The military demands punctuality from its troops. Your veteran will be there when you expect her to be.
Veterans are goal-oriented. Their military training encourages them to forge ahead until the mission is completed. Vets are creative and innovative. They have been expected to design different strategies and tactics to reach their objective. Military personnel are disciplined in their approach to a challenge and are accustomed to working within a structure, attributes that will translate well in the civilian work force.
Lynn Daley was a major in the U.S. Army Reserve and was deployed to Iraq for 10 1/2 months. "Two phrases have become a part of me because of my military training and experience: 'Mission first' and 'Adapt and overcome,'" she said. "These are basic to all military personnel and are instilled in us from day one. We will get the job done."
She recalled a critical mission while in Iraq. Equipment needed to be delivered to Iraqi Security Forces in time for the historic elections of January 2005. The day before the elections, the civilian contractor hired to deliver equipment refused to run the mission, saying it was "too dangerous."
"We cobbled together a convoy, including security, and delivered the equipment on time," she said. "Three of the four primary actors in that effort were women, including the convoy commander."
It is ingrained in military personnel to accept accountability and take personal responsibility for their actions. Female veterans will accept that same level of accountability in your company.
Additionally, your veteran applicant has learned self-control and self-confidence. She has pushed herself beyond what she originally believed possible (most male veterans have as well). The veteran who has been deployed has already proven herself to be adept at working in a stressful environment. It's hard to imagine what your company can expect of her that she can't deal with.
"In hiring new people, look at your veteran applicants closely," said Tom Cray, president and chief executive of the Veterans Outreach Center. "Their skills may not be an exact match, but what they bring to the table in leadership, confidence, ability to work in a diverse team under stress and work ethic should put them at the top of your list."
Lynette M. Loomis is a board member of the Veterans Outreach Center. She may be reached at yourbestlifecoaching@rochester.rr.com.
(February 3, 2008) — How many of us were told that talking to strangers equaled danger when we were children?
This was the well-meaning mantra that was drilled into our heads for our protection. Strangers were scary, and we were constantly warned to stay away from them. "Stranger danger" was a necessary life-skill growing up.
As adults, we need to take the idea of "strangers" out of networking, so that networking becomes less daunting. When you walk into that crowded room full of strangers, think of them as people you want to get to know rather than thinking of them as "sales calls." This should be a fun opportunity to talk with others and, in time, hopefully gain a business relationship.
Remember the old saying, "It's not what you know, but who you know"? When you go networking, go with the mindset that you want to meet a few good people. I know we've all been told that we need to maximize our time. We should meet as many people as possible in as short a time as possible. How can we possibly follow up and build relationships with 20 people a night?
When you walk into that room with the idea that you are going to connect with a few good people, the pressure is off. The idea that you have to run around the room and give a "30-second sales pitch" to everyone you meet fades into the background. Take your time. Ask someone what he or she does for work, find out what you have in common.
These common links are what you build upon. People want to do business with friends, not sales people.
When Kathy Porter of Mia Bella Gourmet Candles meets someone, she happily declares them to be her new best friend. According to Kathy, "When I meet someone, I decide how I can help them. Who do I know that I can introduce them to?" She often doesn't tell them in great detail what she does until their next meeting. By doing this, she is building relationships that will last well beyond a quick sale.
If your new friends do not have their calendar with them, all is not lost. Use the three rule — you follow up three days later. If you don't reach them, call in three more days. If you still cannot get them, try three weeks.
If after all of this you do not have a second appointment, stop calling. You will see them at another function and can connect then. This may not have been the right time.
When you succeed in setting up the second meeting, try to bring a few contacts for your new friends. These can be people they may want to do business with, or people they may want to get to know. Do not expect anything from them. Someone else will come along and help you.
If your new friends do have a few contacts for you, make sure to send them a thank-you note and, if possible, a small gift. This gift does not have to be expensive, just a nice reminder that you appreciate their effort.
Make sure you periodically call just to see how they are doing. You want to continue to build the relationship by staying on their minds. If they are thinking of you when an issue arises that you could fill, they will contact you.
By following a few simple guidelines, networking can be a fun, exciting business adventure.
Angella Luyk, CEO of Midnight Janitorial Inc., is active in the RWN, on the orientation committee, chairwoman for the ambassador committee, and co-chairwoman of membership. She can be reached at angella@midnightjanitorial.com.
Creating your home office setup
By: Lin Czop
(January 27, 2008) — When I first hung out the shingle for my interior design business, I didn't exactly have a home office.
I had a bookshelf in a corner of the dining room.
I thought that I could use the dining room table for my work, which involved laying out fabrics and samples to plan for my appointments. That worked for a little while. Then I got very tired of putting everything away at the end of the day.
But if I left it all spread out on the dining room table to work on the next day, I'd be antsy about the mess it made.
The solution, of course, was to carve out a piece of my home that would function well for me and my particular work needs.
Finding the right space that will be your workplace takes some thought before embarking on setting up that desk in the spare bedroom. Many homes are already equipped with a first-floor den/office, which can make a lot of sense for your home office if you don't mind being in the midst of your family when working.
Some questions to ask yourself:
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Does your workspace have to be quiet?
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Will you be working days and/or evenings there?
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Do you need a space away from the family?
An extra bedroom, den, corner of the family room, basement or even a garage or attic can be used for setting up a home office.
An obvious first for most of us is a desk. The size and storage ability will depend on how it's used. Don't just take for granted that all are created equal.
Do you need a file drawer in it, or can you use a separate filing cabinet in the office? Do you need to use it for a computer and paperwork? Do you see yourself behind a large desk that will hold everything you need within arm's reach?
In my case, I prefer a tabletop that can be multifunctional. I can do drawings on it as well as lay out my sample books and fabrics.
The desk chair is a very important piece of equipment, as well. It can make or break your workday. Just like the comfort of a favorite pair of shoes, your desk chair should fit you well. The wrong chair will not only give you a backache, you won't be able to be creative in it.
Take some chairs out for a test drive before you settle down with one.
Most of us are used to fairly sterile looking offices. I suggest that your home office should be welcoming to you at the beginning of each day. Have some fun with paint colors to make it a personal space.
I also think that we become much more productive when we are surrounded by the things that we love. Make some room in your home office for whatever gets you going, maybe family pictures, motivational sayings or a collection of some sort.
Lighting is an element that gets overlooked but is also one of the most important factors. You need to have two kinds of light in your office: task lighting and general lighting.
When choosing a desk lamp, get one with a movable or adjustable neck so you can position it as needed, depending on the other light that you have in the room.
Taking the ideas mentioned and putting them into practice will ensure that you have a well thought out and functional workspace that will make the time you spend in it enjoyable and productive.
Lin Czop is an interior designer who has specialized in residential interiors for the past 16 years. She has been involved in several Homearamas, an RPO Showhouse and model homes. You can reach her at Lin Czop Interiors, (585) 544-5706.
Even fearful can master the art of public speaking
Even fearful can master the art of public speaking
By: Jackie DiBella
(January 20, 2008) — There is nothing to fear in the art of public speaking but fear itself.
Public speaking is a dynamic transaction "between one and many" — between the one who is speaking and the many who are listening.
Public speaking is an art, a science and a skill that can be learned, improved and polished. Public speakers in the workplace can touch lives by training new employees, demonstrating and selling a useful product/service or advocating a worthwhile cause.
Then why do so many individuals fear public speaking?
Entertainer Jerry Seinfeld says that "according to most studies, the number one fear individuals have is public speaking. Number two is death. Death is number two. Does this sound right? This means to the average person, if you go to a funeral, you're better off in the casket than doing the eulogy."
Four good reasons individuals fear public speaking:
Fear of being stared at. Public speaking is frightening because there is a pack of people in an audience. Speaker feels the audience is "attacking" with unrelenting stares, while the speaker is obliged to stand alone, exposed and vulnerable.
Fear of failure. New public speakers are afraid of looking stupid. Their inner voice keeps saying "What if I make a fool of myself?"
Fear of rejection. What if the speaker delivers a polished speech, but the audience still does not like it. It can be an assault to one's ego.
Fear of the unknown. Throughout one's life a person will have apprehensions about doing new things. One cannot put her finger on exactly what she is afraid of because fear may be vague and diffused. Speakers may be assailed by this same fear of the unknown because they cannot predict the outcome of the speech.
But fear has a value. Speakers should not banish all fears and nervousness because fear can energize. It makes speakers think more rapidly while it helps with vitality and enthusiasm. Fear can cause a burst of adrenaline that infuses energy and turns into positive nervousness. This is a stimulating, passionate, lively feeling with a slight edge to it.
A public speaker should never speak on a subject which she knows little about. Choose only topics about which you are well informed. This will give you enormous self-confidence.
To decrease anxiety even further, prepare, prepare, prepare and rehearse, rehearse, rehearse. Don't just look over notes — stand up and rehearse your talk in whatever way that suits you. Don't rehearse just once. Speeches should be given at least four times prior to the actual event. If a speaker gives a speech four times at home, she will find that the fifth delivery before a live audience will be smoother and more self-assured. Never read from a manuscript. Instead, give a speech in a conversational style.
Devote extra practice to the introduction because a speaker will most likely suffer the greatest anxiety at the beginning of the speech. After the first minute or two, nervousness moves to the background, after which the rest of the event is relatively easy.
In the business world, public speaking is essential. Rather than shying away from speaking opportunities, seek them out. An old saying is true: Experience is the best teacher."
There are two very important personal reasons for mastering the art, skill and science of public speaking in the workplace: speakers will become empowered and speakers will empower others.
Jackie DiBella is a faculty member at Genesee Community College in Batavia and teaches public speaking and interpersonal relationships. She also coaches business executives to improve presentation skills.
More education can help secure new job
By: Mary Spurrier
(January 13, 2008) — Current statistics indicate that you probably will be changing jobs every three to five years and that 55 percent of the time your employer will be choosing your retirement date. The security of constant employment by the same company is a thing of the past.
What do you do to prepare yourself for these changes?
Additional education is one thing to consider. A resume must be broad-based to attract the attention of prospective employers. Higher education courses often become the clincher, or at least the tiebreaker, when interviewing for positions in the job market or being considered for advancement in a current position.
Interviewers perceive the educated job candidate as one who can converse on a variety of topics beyond the often narrow confines of an occupation. They realize that people who have achieved a higher education or additional training have sacrificed time, effort and expense to achieve their goals. All of these things can increase your value in today's competitive market for employment and advancement.
On the other hand, you feel that you have worked hard. Your friends have purchased symbols of their success and you feel that you are entitled to have them too. Why should you spend your money on education instead?
An interesting exercise is to figure out how much a symbol of success costs — such as a new BMW — then compare it to what more education would give you.
The median income for a woman today is about $38,000. Take home pay is about $30,000. Based on a 40-hour workweek, she is making $15 an hour. The average cost of a BMW is about $40,000, which means the owner will work 2,667 hours to pay for it if she doesn't have a loan, even more if she does.
Meanwhile, a government report titled "The Big Payoff: Educational Attainment and Synthetic Estimates of Work-Life Earnings" indicates that over the working life of most adults, high school graduates will earn about $1.2 million; college graduates with a bachelor's degree, $2.1 million; and those with a master's degree, $2.5 million.
"At most ages, more education equates with higher earnings, and the payoff is most notable at the highest educational levels," said Jennifer Cheeseman Day, one of the co-authors of the report.
According to the H.W.Carey Report from the University of Arizona, the economic value of a college education, if it were expressed in terms of a financial investment, would be a net return of about 12 percent per year.
Yes, it is hard to postpone or even to decide not to buy the trappings of today's successful businessperson. It is easy to believe "I deserve it, so I will get it now." That, however, is not how wealth and real success are achieved.
Success comes from constantly improving yourself so you are competitive in today's marketplace. You must be prepared to deal with job changes, whether it is your decision or that of your employer. That can only be done by increasing your education and honing your skills.
There is no such thing as job security. The only security comes from what you create.
So the next time you are thinking "I deserve that luxury car and I want it now," consider another alternative. You could increase your job skills and your income by about $10,000 a year for a total increased income of $600,000 over your career, or you could buy a car for $40,000.
Which would you rather have? The choice is yours.
Mary Spurrier, CFP, is a member of RWN and is president/principal of M. Spurrier Financial Services.
Simple plan can help you balance performance, goals
Simple plan can help you balance performance, goals
(January 6, 2008) — As we start 2008, leaders in the Rochester area are reviewing their performance against their goals for the past year.
What were they able to achieve? What weren't they able to complete? Did the results come at a professional or personal price?
If their goals weren't achieved with less effort and energy than in the past, perhaps leaders should make time to rethink their process. That way, they can determine creative new ways to achieve the same or better results without so much pain.
Recent national headlines have reported shaky economic ground, with volatility in loans and interest rates, as well as a dismal outlook for growth this year.
As business leaders in a region of the country that has seen companies move, fold or downsize, those in the Rochester area are all asking what we can do differently to continue to expand business, increase profit margins and reduce expenses.
Here are some ideas for how to start 2008 with a plan:
- Identify your top financial goals for the year.
- Refine your mission and/or vision statements to incorporate your goals.
- Determine areas that pose the greatest challenge or risk to achieving your goals.
- Develop a roadmap to reduce known risks and to implement change.
- Develop your leaders and create a happier workforce
However, many companies and businesses that start off the new year with the intention to create change, increase revenue and decrease expenses find that their plan does not always get realized.
Effective business leaders make planning a priority and "sharpen the saw," as Stephen Covey says in one of his seven "habits."
Covey is a leadership authority and author of The 7 Habits of Highly Effective People, acclaimed by some leadership experts as the most influential business book of the 20th century.
Starting the year off without a detailed plan and roadmap of goals and objectives is like driving your car with an empty gas tank because you do not have time to stop at a service station.
Many companies have internal resources that can assist in the development and implementation of 2008 plans.
A wealth of external resources are also available in the Rochester area, whose core business is to work with CEOs, presidents and business leaders to help them achieve their goals while improving the quality of their lives.
Hiring an executive coach, for instance, is one option to support the development and planning process.
Lisa Hill DiFusco is a leadership development expert and president of The LightHeart Institute, a local executive coaching firm. She says that "hiring an executive or leadership coach helps leaders formulate the right plan, resulting in greater profit margins and happier work forces."
"Leaders are able to achieve more in less time with less effort and simultaneously improve the quality of their lives."
Whatever path you choose, having a documented plan will reduce stress, increase peace of mind and allow your business or organization to reach its full potential.
Amy Orr has been a member of the Rochester Women's Network since 2005. The LightHeart Institute, in Rochester, can be reached at (585) 288-6160 and on the Web at www.LightHeart.com.
By: Janet Nelson
(December 30, 2007) — Much attention is given to customer satisfaction and its expected impact on the bottom line.
But in reality, its impact is negligible. Some costs could be avoided by improving satisfaction, but "satisfaction" does not increase revenue or profit.
Customer loyalty does have an effect on financial performance. Loyalty is distinct from satisfaction. Satisfaction is defined as "the act of fulfilling expectations, needs or demands." It's the degree of pleasure a consumer derives from a product or service. It is an emotional, not a behavioral state.
Loyalty is behavioral, and it describes customer actions. Loyalty is the existence of positive, predetermined behaviors.
Consider soft drinks. Every grocery and convenience store carries cola brands that cost less than Coke. Yet Coke loyalists have no issue with paying more or going out of their way to buy it. Even when faced with multiple choices, the decision is predestined.
Loyalty is driven by two major components. The first is delight, the highest possible level of satisfaction. Being satisfied is necessary but is not sufficient enough to build loyalty. If I am satisfied with a restaurant, I'll likely go back. But I will just as likely try some other place. If I am completely satisfied I am likely to make this restaurant a frequent destination. If I am delighted it will be my first and, often, only choice.
A second required component of loyalty is a sense of achieving value with the experience. There are two elements to value: experience vs. cost, and setting expectations.
Value isn't necessarily associated with cost, but rather the experience for the cost. You might be delighted with a product or service, but if you are overpaying you will have no loyalty. The meal at a local diner costs less than at a premier restaurant. Yet the customer can be loyal to either or both.
The experience for the cost and cost-relative-to-expectations determines the value and the loyalty.
Setting expectations is the second element of value. Marketing messages must be positive yet realistic. Setting unachievable expectations (usually done for sales goals, rather than loyalty) sets consumers up for dissatisfaction.
How can you assess customer experience? Ask — but be careful. One of the most useless questions is: "To what extent did this product or service meet your expectations?"
If you have owned multiple BMWs and all of your experiences (and now expectations) have been great, then "met expectations" is a fine answer. If expectations were very low, then "exceeds expectations" only means the vehicles were better than their lousy reputation.
If all of your customers were 100 percent loyal you would need a smaller sales force, less advertising and fewer price reductions. You also could command a premium price. Contracts would never expire, re-orders would be a fact and you would have the largest customer share. All new customers would be adding incremental revenue to your base, not replacing lost business. By building customer loyalty, you will have maximized revenue and profit.
Developing loyalty should be the objective and key measure of every business.
As Vilma Anderson, president of Rayleigh Optical Corp. in Baltimore, once said: "I would rather have a half-dozen loyal customers than a dozen new ones."
Janet Nelson owns OQL Solutions in Williamson, Wayne County, which helps businesses improve quality and enhance customer loyalty. For more information, go to www.OQLSolutions.com.
By: Mimi Bacilek
(December 23, 2007) — Rapid and continuous change is endemic in today's business environment. Creating organizational change that succeeds for the long term is one of a leader's greatest challenges.
What makes that so? Lasting change requires culture change. And changing a culture is a massive undertaking.
Dictionary.com defines inertia as the "property of matter by which it retains its state of rest or velocity." As with matter, organizations and people are driven to remain the same. That is the core of the challenge in implementing change. Organizational culture is like a flowing river. It carries with it information about how to behave, make decisions and address errors.
Just imagine what it takes to redirect the mighty Mississippi. Small efforts may deliver a small, temporary shift in the flow, but they will never re-direct that river. People are comfortable with the status quo, even when it's unpleasant.
The starting point in creating change rests with leaders. When leaders change, their organizations change, too. Leaders must demonstrate the change in the organization from the very beginning. For example, if the change is renewed focus on customer service, leaders must serve employees as customers, acting as role models for what they want. Leaders who exemplify the behavior they seek are rewarded with the success they seek.
Successful leaders know that employees are the generators of organizations' results, making employee involvement and commitment essential. Leaders may be the change innovators, but more importantly they must be its champions, bringing passion about the change into every conversation and demonstrating absolute confidence in the ability of staff to create success. Successful leaders place staff in roles critical to the change, such as architect or builder.
Leaders must succinctly express a compelling picture of the future. That picture must be so appealing it draws people away from the current state and into the new way.
When leaders do this they encourage staff to choose the new way of doing things. Susan Mitchell Bridges describes this choosing as a transition phase where employees experience a "personal and psychological reorientation." People must mentally and emotionally move through this transition before they can change; that creates a lasting change in the organization. Leaders who ignore this critical beginning do so at the risk of their own success.
As an organization or, more appropriately, its people agree to move forward, leaders must keep continuous, gentle pressure on forward movement. The change must be grounded in everyone's everyday actions, organizational success measures and even meeting agenda items. The intent is to reinforce the new and minimize the tendency to return to the old at the very first opportunity.
Reward and recognition is a fabulous tool for moving things forward. Successful change leaders don't wait until ultimate success is achieved to reward people for making the transition; they reward early attempts as well as ultimate successes. It is essential to demonstrate the leader really cares that success is achieved and help everyone see that success is possible.
While the inertia of the status quo is powerful, the inertia of the change is equally powerful. Wise leaders seek every cause for celebration and make a big deal of even the smallest gains. This focus on continual forward movement and frequent celebration create a process everyone wants to be a part of.
Mimi Bacilek is an executive coach and president of SuccessBuilders LLC in Rochester. She can be reached at (585) 227-0308 or by e-mail at mimi@successbuildersllc.com.
By: Donna Rawady
(December 16, 2007) — As leaders, if someone on our team is struggling and his or her performance continues to impact desired deliverables, or if our team goals are not being met, we may need to explore our contribution to the situation. Consider these examples.
A director of sales makes it clear as she hires new salespeople, that they are required to hit 100 percent of quota by month four on the job. However, in their fifth and sixth month two newer reps are hovering between 85 percent and 90 percent of quota. The director decides to let it ride for a while because she trusts the numbers will get better, and she likes being able to depend on applying the 85 percent to 90 percent to the team goal for the quarter. Regardless of the policy, the standard is immediately set: 85 percent to 90 percent of quota is acceptable. A positive option may be for the director to consider changing the expectation curve for new salespeople, redefining what excellence is.
A vice president is consistently disappointed in her director's ability to be well prepared.
Recently, the director was asked to write the first draft of a project plan and present it to the VP in a meeting before involving the rest of the team to fine-tune strategies. Once again, when the VP realized that the individual was not prepared at the onset of the meeting, she expressed her disappointment. The VP then continued with the meeting where she and the director came up with the draft of the plan. If the VP was serious about setting a standard for excellence as it relates to preparation, she may have rescheduled the meeting on the spot.
The standard for preparation would immediately become clear — Being well prepared is crucial. Being unprepared is unacceptable.
In addition to setting clear standards for excellence, we can effectively activate accountability by focusing on nonarguable versus arguable outcomes.
ARGUABLE action item or outcome:
After a discussion with you, a team member agrees to make the effort to put some time aside to think about some initial strategies for a new project that's been on a back burner, but due in six months.
NONARGUABLE action item or outcome:
After a discussion with you, a team member agrees that for your next meeting (which is scheduled before you leave this one) she is going to come prepared with what she feels are the top three strategies or action plans (with target dates for each) that are crucial within the next 30 days to get this project off the ground.
In the first scenario (i.e., arguable outcome), an individual may feel that she has indeed thought about strategies, even jotted down some ideas along the way. You on the other hand may be disappointed there are no documented plans for action when you revisit the status with her some time later.
In the second scenario (i.e., nonarguable outcome), there's little room for a difference of opinion as to whether the individual has been successful at agreed upon deliverables and timeframes.
The author, Joline Godfrey, says in her book Our Wildest Dreams: "Success is measured in many ways. It is measured annually, quarterly, and nightly." At night, while we're reflecting on our frustrations of the day as they may relate to our team's or an individual's performance, perhaps we should be asking ourselves if we've done our part in setting standards and activating accountability.
Donna Rawady is an executive coach who also is 2007 president of the Rochester Women's Network. She can be reached at www.donnarawady.com.
Look to support system to handle stressful transitions
Look to support system to handle stressful transitions
By: June Collings Ogden