Another Teachable Moment

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What sort of teachable moment can we take away from the last few months and how do we apply it to our organizations and people?   The key I think is to renew our efforts to eliminate political correctness from our organizational cultures and vocabularies.  You all know that I cannot recall any other social movement which has done more to stifle collaborative discussion and problem solving than the intellectual tyranny foisted on us by a very vocal minority.  Nor can I recall a recent social movement which has done more to marginalize individuals.  So how do we move forward?

As leaders within our organizations we owe it to ourselves, our staffs, and our organizations to return respect and compassion to our way of interacting with others.  Obviously, the election results were going to bring about significant change, no matter which candidate won.  Implementing the various changes which will now result will more than likely bring about increased levels of stress and anxiety.  What can we do to reduce the stress and help insure that our staffs know that they are respected and valued members of our organizations?

If we have to practice some form of social movement, let us all think about ways in which we can implement, model, and practice emotional correctness.  Treating others with respect and courtesy tends to lead to something rather amazing.  Getting to know the people we think we do not like, learning that we usually have more things in common than things which are different, makes it a bit more difficult to treat one another with disrespect and hatred.  As the leaders, we can show our staffs that we value each individual, respect the differences which make us unique, and work together to find the best ways of achieving our goals.

No politics here!

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From what I heard, watched, and read, there appears to be a perception that a double standard is being used regarding some individuals.  Whether it is or not is a moot point.  What is crucial is the perception has apparently arisen and quite frankly, nothing is being done to address it.  Here’s the problem for leaders within the community and business.  If any sector – public or private – condones the development of a double standard by either actually creating it or remaining silent when a perception develops, we have problems.  As leaders, we are held to a much higher standard and we must fulfill our responsibilities to be role models for ethical and quality leadership.  When we hear or see a double standard situation we have an obligation to step in and say and do something to address it.  If a business leader is allowed to engage in questionable conduct but a lower level manager or member of the staff is held accountable, how do we as leaders within our organization reconcile such treatment of individuals?  Can we continue to portray ourselves as ethical leaders within our organization when we turn a blind eye and deaf ear to instances of different treatment for different people?  Obviously, we cannot control what people think and what they will say to others.  We can control the ethical environment within our organizations and make sure that people, no matter their title or position, are held to the same standards.  By consistent and ethical conduct we can help set the standard for others to follow.  Not only will this approach help make sure that a double standard does not arise,  it may also help prevent such a perception.

A Pleasant Surprise

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I recently experienced a problem with some computer hardware. A keyboard which was put into service in April suddenly had about ten keys which no longer had any markings on them. It was difficult to type quickly without having to constantly check where my fingers were. Frustration level – high. In mid July I wrote a letter to the CEO of Logitech, Mr. Darrell, explaining the situation and noting that I was disappointed in the durability of what is otherwise an excellent keyboard.

Now for the pleasant surprise – within a week I received an  e-mail from a customer service representative who asked that I provide some additional information, including photos of the keyboard. A few days later I was informed that I would be receiving a new keyboard. The new equipment arrived this afternoon and it is a pleasure  to type again. This surprise is all the more pleasant because a replacement was not my intent. As a matter of fact I had already purchased the replacement the same day I sent my letter but had not installed it as yet.

Mr. Darrell and his staff at Logitech appear to appreciate the importance of quality customer service and professionalism. It is gratifying to see that a positive approach was taken to resolving what is in the overall scheme of things a rather minor problem.  I hope that there is a consistency between the quality of their customer service and the treatment of staff.  Such consistency will insure that job related issues will be consistently and appropriately addressed with positive resolutions the likely outcome.  A win/win for the organization.

 

 

 

Implementing Change

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I have delayed the upgrade from Windows 8.whatever to Windows 10.  I had any number of “reasons”  and I  have fussed since Windows XP is no longer my operating system. But the upgrade to Windows 10 was needed to allow some security features to operate.  So I did my homework and will set aside the time needed to get comfortable with this operating system and thank my lucky stars that I still have the brain power and ability to learn something new.

If I was reluctant to change something that was of such little consequence  I can only imagine the impact of a change within your organization.   How can you implement change while minimizing the disruption that any change can cause?

The most important key is a twofold approach.  An effective implementation plan will focus immediately on education and communication.  Educating your staff about the change and the need for it can help reduce the fear of the unknown.  Any change can cause people to feel threatened – fears about whether they will be able to master the new technology, are they going to keep their job, will they be made obsolete, etc.  Education will help them see the reason(s) why the change will be implemented.  Education can give a sense of security that they still are valued within the organization.

Clear, honest communication allows facts  to lay to rest the rumors that will be started.  Open communication throughout the organization helps insure that all levels of the organization are made aware of the changes, the timetables, their responsibilities, and the emphasis on accurate feedback.   Effective communication can help identify potential problems and allow you to resolve them while they are still molehills.

Embrace the change for the better, keep your staff informed, and listen.

Politics and Leadership

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No, this is not political commentary!  But I did get your attention, didn’t I.

Here we are, right in the middle of a political season that promises to be as nasty and partisan as any in recent history.  How can you insure that arguments and partisan politics do not interfere with your organization?  Look no further than the face in the mirror.

How are you conducting yourself in the midst of this?  Are you constantly talking up one candidate over another?  Are you dominating the discussions and not listening? Is this behavior any different from the way you usually act?  If the answer to that last question is “no,” and if the election is already impacting the way your staff interacts with one another, don’t blame the rancor and bad morale on the politics swirling around us.  You’ve been modeling this behavior long before the candidates for this year’s election were decided.

If, on the other hand, you have been modeling and encouraging an atmosphere of emotional correctness within your organization you already have the antidote to counter the rancor and partisan politics.  Continue to model for your staff the importance of remaining respectful and civil in all your interpersonal activities.  Encourage them to focus on the business at hand and to try to leave the politics for  after work.  Do you have policies in place on whether “electioneering” can occur during business hours?  If not, consider whether you want to implement something that is both reasonable and easy to implement.  The key is to remain focused on your organization’s goals and the well being of your employees.  People should not be afraid to voice an opinion but neither should they force their opinions on others, especially during work hours.  Contrary to popular belief, tolerance really is a two-way street.

 

A Paradigm Shift

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In a recent chat, Jay Block (author of the bestselling, “5 Steps to Rapid Employment”) made the observation that a near record number of job openings had been reported in March.  The problem is finding qualified individuals to fill those positions.  He noted that companies and colleges need to take a more collaborative approach to insure that a skilled workforce is available to fill positions as they open.  Job coaches have to know exactly what skills are needed so they can do a better job of coaching and advising their clients in identifying and mastering the skill sets needed.  That’s where the new paradigm shift needs to come in.  In my assessment, communities, companies, and colleges need to enter into effective partnerships. Companies can use the colleges to help insure that individuals are taught the necessary skills to be productive employees.  Colleges can use the companies as sources of information on what skills are needed, and to help their students land well paying jobs.  Communities need to support such collaborations because as companies relocate, communities need to be able to provide quality neighborhoods, public schools, and community services.

This partnership cannot be in name only, just because it looks good in a press release.  The partnership has to be an active, collaborative one. Communities that fail to support such partnerships will lose out on having companies relocate to their area, thereby losing out on the revenue income as a result of new people moving into the community.  Colleges will lose out on the chance to increase enrollments, and companies will lose out on having qualified workers readily available.

Now the challenge is to find community leaders, business leaders, and leaders within higher education willing to let go of the past and implement effective new approaches.

Resolutions – Challenging Goals or Obstacles?

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Believe it or not we have already completed the first quarter of the year. Have you found your resolutions to be challenging goals or obstacles? If they are obstacles, are you going to do an honest assessment and revision? Or just give up?  If your resolutions are obstacles let’s look at why this might have happened. Answering a couple of questions may get you back on the right path.
Is your resolution realistic? If you are a business doing about $500,000 in annual profits and your resolution was to increase that profit, what was your targeted increase? If you set the bar at $5 million, what steps have you taken to insure your business is capable of providing the required services to see that large an increase? If all you did was set the expected profit at a new level and no other steps have been considered or implemented, chances are you are going to fall short. That sort of resolution is like trying the drain the ocean with a soup ladle. In essence, a lack of planning has helped insure that you will fail. How will you handle that failure? Will you accept responsibility for your role in the failure? Or will you shift that responsibility to others who had no say in the planning? For that matter, where was the planning?
Compare that resolution with one that sets the annual increase at between $750.000 and $1 million, coupled with input from your staff which has led to a new energized marketing plan for your services, making sure to reach out to an expanded customer base. Prior to setting your marketing goal you already implemented new marketing strategies and started expanding your customer base.
Looking at both scenarios which one do you honestly think has the better chance of succeeding? Resolutions are good, as long as the requisite planning and work to implement them is completed with full involvement from your staff. Good luck throughout the rest of 2016!

Pause for Reflection

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My plans for this posting were affected by the many comments I heard while in Washington DC this week.  The major topic was the untimely passing of Supreme Court Justice Antonin Scalia.  Folks were putting aside the political and ideological factors and focusing on the individual.  That caused me to think over my reaction to his many opinions from the Court which impacted our criminal justice system.

I agree with the consensus comment that Justice Scalia caused all of us to do our jobs better.  His respect for the Constitution created situations where he clearly put the country ahead of personal agenda, as was the case when he joined seven colleagues in their decision on the Westboro Baptist Church matter.  It was obvious that the actions of that group were abhorrent to many of the justices and yet, they upheld the First Amendment right to free speech, as hateful as that speech might be.  Justice Scalia challenged himself and the rest of us to maintain an objective intellectual look at the law.   We cannot imbue the law with what we wish it could be.  Rather, we must insure that the law clearly addresses a concern and does so in a fair and impartial manner.  I am fascinated that despite the invective directed at this individual, he never swerved from his core belief that our Constitution was a guiding document which transcends time.

According to those who knew him best, he was a brilliant jurist, well spoken, a dedicated husband, father, and grandfather, and a true and loyal friend to an eclectic group of people.  Above all, he was a man of faith.  I can think of no better legacy for such an individual.

Consequences or Double Standard?

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As leaders of our organizations are we held accountable for our actions and comments?  Or are we given a pass and a double standard applied even when the actions were not perceived as we thought they would be?  Let’s look at the recent furor caused by the CEO of Sam’s Club and her comments.  In an interview she mentioned that in a meeting with a team from a supplier that team was comprised of white men which did not fit the Sam’s Club approach to diversity.  She said nothing to the team but told the interviewer that she was going to talk with the supplier.  Whether intended or not many people perceived her comments to be racist.  I think that perhaps there was a better way to make her point.

My concern is that as leaders we cannot engage in behaviors which can lead to wrong perceptions or engage in behaviors that are seen as rude and insensitive.  If we do and we get a pass, how do we address the problems created when employees engage in insensitive or rude behaviors?  If we want to promote meaningful diversity we must model emotional correctness – treating others with courtesy and respect while promoting opportunities for the best qualified individuals to succeed.  We must also do all we can to insure that all our employees are given fair and equal opportunities to succeed.  Promoting less qualified individuals over better qualified individuals for the sake of diversity ends up hurting everyone involved in the process so let’s avoid doing that.  If and when we engage in questionable conduct we do the right thing.  We own up to it and apologize if needed.  Accept the consequences and move on after learning from this life lesson.