Mission Facilitators International

Positive emotions inspire change - not fear

2012-01-18T17:32:00.000-07:00

The economy is slowly coming back. But we still face high unemployment, foreclosures and our 401(k)s are still ailing. So in this New Year we’re tentative in our optimism against a backdrop of fear.

Yet, when it comes to making positive change, does fear motivate us or slow us down?

Imagine that nine patients are given identical diagnoses of heart disease. All will die unless they improve their diet, lose weight, cut back on alcohol and reduce their stress.

How many will make the necessary changes?

Only one, according to a 2005 study authored by Dr. Edward Miller, the dean of the medical school at Johns Hopkins University.

“If you look at people after coronary-artery bypass grafting two years later, 90 percent of them have not changed their lifestyle,” Miller said.

In other words, faced with bad news, even death, most people do not change.

Harvard University Professor John Kotter has a theory about why that is true. Having studied change in organizations for years, he believes people are motivated to change not by fear, but by joy and other positive emotions.

“Behavior change happens mostly by speaking to people's feelings,” he says. “This is true even in organizations that are very focused on analysis and quantitative measurement. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought.”

Last summer a group of leaders from mid- to large-size Phoenix businesses got together to discuss how to change and be successful in these trying times. The session was part of the Arizona Leadership Forum. I facilitated with Doug Griffen of the Advanced Strategy Center in Scottsdale?. We asked the group: “In a business environment dominated by fear, what should leaders do that will make them and their companies successful?”

Many of their responses supported Professor Kotter’s observation that the motivation to change originates with positive emotions. The group developed three recommendations: Re-create and re-invent; don’t replicate. Business-as-usual is a recipe for disaster; Communicate much more than ever before; Engage and collaborate more deeply within your company and more broadly with other organizations.

Now is the time to get serious about reinventing ourselves and raising the big questions: What is our core mission? Who do we serve? How are we going to serve them in a way that is far superior than we have done in the past? What is the dour economy teaching us? What is the metro Phoenix that will spring forth from the ashes?

As painful as the downturn is, if we are willing to look hard enough — and be smart enough — we can find new ways to survive and prosper. The real challenge is to look past fear and open our minds to the lessons and insights that will carry us to a positive future.

Dean Newlund, president of Mission Facilitators International, Inc., can be reached at www.missionfacilitators.com.

Success to Significance Leadership Assessment

2012-01-15T14:53:00.003-07:00

Building hot teams support business leaders

2011-12-22T14:12:00.000-07:00

Leaders like Julie are often starved for someone to talk to, a person who can provide unbiased, safe and supportive feedback. Part of the issue is we expect leaders to be savors and heroes. For them to ask for help or show vulnerability breaks the leadership-myth. All of us, leaders and followers, need to boldly share our brilliance as well as our bruises, to engage in positive change, not wait for an invitation.

Executive coaches help, but leaders need on-going support from people within their companies.

I told Julie to create what I call “Hot Team” partnerships– so she can draw on the experiences of others and receive positive mentoring from people who want her to win. These mentors will listen, ask probing questions, share in the successes as well as the setbacks and teach a new skill when one is needed.

By developing two-person Hot Team Partnerships, Julie will increase her self-awareness, make better decisions and gain the support needed for better work/life balance.

I told Julie her Hot Team partners should be from different departments and reporting structures to help ensure confidentiality.

“So, how does this work?” Julie asked

“Suppose Susan, an acquaintance of yours, has a skill that you know you need in your role”, I said. “Tell Susan specifically what your goals are and when you want them accomplished. Tell her you will phone her every week to report on your actions, and ask her not to accept any excuses for your temporary setbacks.”

“Tell Susan what you want to be told if you’re forced to admit that you’ve fallen off the horse. What should she say to get you back in the saddle? Sometimes a simple reminder of why your goals are so important is all that is required.”

“Try to line up one Hot Team partner for each of your skills or attributes that you feel you need to improve. You, in turn, may be a Hot Team partner for someone else because of a skill you have.”

As Julie and I were wrapping up our session I suggested she let other leaders know that she is available to be on their Hot Teams. It’s a great way to contribute to others’ success, and it could be an excellent opportunity to network within your organization.

As Julie walked away, she turned and said: “Ok, I’ll give it a try. And, maybe leadership won’t be so lonely”.

Dean Newlund, president of Mission Facilitators International, Inc., can be reached at www.missionfacilitators.com

Boomers Realigning Values

2011-11-02T11:04:00.002-07:00

Herman Trend Alert: Boomers Realigning Values November 2, 2011

Being 76.4 million persons strong, the Baby Boom generation is clearly influential to all kinds of markets. A just released study from Civano Living, Ypartnership, and American LIVES reports that Baby Boomer consumerism is giving way to relationship-building. In addition, Boomers are voting with their dollars for companies that reflect the values and lifestyles to which they aspire---great news for some marketers, terrible news for others.

This realignment of values will have a wide-ranging impact “Consumer Goods and Services”, “Travel, Tourism, Home, and Real Estate”, and “Health and Wellness” and “Politics and Current Affairs”. Findings from the Boomer Values Realignment Study reflect the state of affairs in the United States: a very slow-growing economy, slipping global disposition, a bleak outlook, and socioeconomic imbalance. These developments have pushed Boomers to become more “introspective”.

They are shifting away from consumerism, materialism, and conspicuous consumption, toward personal, more meaningful relationships. Reacting to significant and far-reaching events, like decline in home equity and their nest eggs disappearing, as well as their own aging, Boomers feel vulnerable.

For many Boomers, there will be a decrease in their desire to buy designer goods and expensive jewelry and an increase in their desire to invest in eco- and volun-tourism. Though 80 percent want to “feel healthier and more balanced at the end of a vacation”, they will take fewer vacation days and shorter trips. They will gravitate towards “communities that foster social engagement and environmental consciousness”. Rather than buying how-to books, they will seek their information online, where they have built relationships and trust.

Baby Boomers will continue to explore their own “health and wellness” and 86 percent believe obesity is a national problem. (They are quite correct!) They see a connection between individual well-being and planetary health, maintaining a healthy interest in societal issues like air and water quality, healthier foods, less toxic building materials, renewable energy, and conservation.

Politically, they are pessimistic about the current state of affairs; 70 percent are concerned the US is slipping in its global leadership position. (Right, again!)

Although these data are on US Boomers, we are certain that similar shifts will be found in the attitudes of Boomers globally. Wise marketers will be motivated to rethink their campaigns, based on these new data.

The new age of innovation

2011-10-20T21:01:00.000-07:00

2011-10-19T16:02:00.001-07:00

How Baby Boomers and younger workers can work best togetherhttp://bit.ly/q30hUQ

2011-10-07T12:26:00.001-07:00

Just finished facilitating a strategic "Tempe Summit" for the Mayo and City Council, Tempe, AZ

2011-10-05T07:07:00.001-07:00

Compared to other parts of the world, our cost of housing per/square foot is dirt cheep http://bit.ly/q9hDN2

The new age of innovation

2011-09-11T18:33:00.000-07:00

Corporate spring is coming...

2011-09-11T09:08:00.001-07:00

Say goodbye to the "information age". We are now in the new normal or what I think is the age of innovation. For companies to avoid the common "grow, mature, die" life-cycle they will have to reinvent themselves using the principles of yesterday's "success" model while creating lasting value that taps into what employee, stakeholders and the community view as Significant. Charlie Tombazian and I call this transition "Success to Significance". This article from Forbes is yet another indication that leaders and organizations cannot wait when it is "all clear" to innovate and reinvent. They must do it now.

Forbes article
David Kirkpatrick, Contributor

Civilizations have clashed in an unexpected way this year, as ordinary people using Facebook and Twitter knocked down dictators in Tunisia, Egypt and Libya—and are threatening absolute rule in Syria. A so-called Arab spring brought waves of liberation to a long-oppressed region. Something similar is happening in more democratic countries. In Spain throngs of young people, known as “the indignant ones,” occupied public plazas nationwide, protesting unemployment and exclusionary politics. In Israel ordinary citizens from both right and left united in massive demonstrations against high housing prices. And in India one man’s campaign against corruption went viral, bringing thousands to the streets in support.

This social might is now moving toward your company. We have entered the age of empowered individuals, who use potent new technologies and harness social media to organize themselves. A few have joined cause with WikiLeaks and its terrifying stepchildren, upending the once secure corridors of the U.S. State Department and Pentagon. But most are ordinary people with new tools to force you to listen to what they care about and to demand respect. Both your customers and your employees have started marching in this burgeoning social media multitude, and you’d better get out of their way—or learn to embrace them.

The institutions of modern developed societies, whether governments or companies, are not prepared for this new social power. People are changing faster than companies. “I don’t think it’s crazy to ask if your CEO is the next Mubarak,” says Gary Hamel, one of business’ most eminent theoreticians of management. “The elites—or managers in companies—no longer control the conversation. This is how insurrections start.” Says Marc Benioff, CEO of Salesforce.com: “This isn’t just about Arab spring. This is about corporate spring.”

In this new world of business, companies and leaders will have to show authenticity, fairness, transparency and good faith. If they don’t, customers and employees may come to distrust them, to potentially disastrous effect. Customers who don’t like a product can quickly broadcast their disapproval. Prospective employees don’t have to take your word for what life is like at your company—they can find out from people who already work there. And long time loyal employees now have more options to launch their own, more fleet-footed start ups, which could become your fiercest competitors in the future. “Companies that have been around more than five years are having a hard time because this is so different from what they know” is the jarring observation of Doreen Lorenzo, president of design and consulting firm Frog.

But overall these changes suggest a bright future for business and society globally. The world is becoming more democratic and reflective of the will of ordinary people. And pragmatically, social power can help keep your company vital. Newly armed customer and employee activists can become the source of creativity, innovation and new ideas to take your company forward. A growing number of executives and companies are converts to this point of view.
It calls for humility of a sort most business leaders aren’t used to. “Trust is built by sharing vulnerability,” says John Hagel, a long time author and consultant who co-chairs Deloitte’s Center for the Edge. “The more you expose and share your problems, the more successful you become. It’s not about the top executive dictating what needs to be done and when, it’s about providing individuals with the power to connect.”

Benioff recounts his own epiphany about humility and transparency at Salesforce, which sells online software for salespeople. “In 2005 we had reliability problems with one of our servers. We weren’t talking about it, and customers were upset. It turned into a p.r. problem. And my marketing leader Bruce Francis came in and said, ‘Marc,you need to expose everything. You need to have a website that is directly connected to the computers. If they are running, the website should be green, and when they’re not it should be red.’ I had to open up.” Such a system has been in place ever since. “Social success is really based on trust,” Benioff opines. “If you don’t have transparency you will be eliminated by the system around you.” He is now writing a book arguing that every company must become what he calls a “social enterprise.”

The headlines abound with examples of the precariously shifting dynamic. Companies that show greed or insensitivity to workers or customers quickly find themselves on the defensive. Hershey looked Scrooge-like and clueless in August when 400 college students hired through a State Department-sponsored foreign-exchange program revolted, walking off their jobs. They didn’t like their stressful work in a candy-packing factory, sometimes on all-night shifts. These kids from China, Nigeria, Turkey and Ukraine are facile digital communicators and used YouTube, Facebook and other tools to bring attention to their plight.

Adidas recently found itself under attack in New Zealand when fans of the hugely popular national rugby team were outraged to learn that Adidas team jerseys were being sold for significantly more there than elsewhere in the world. Fans went online to research comparative product prices in New Zealand and the U.S. and then to organize fellow fans in protest. Soon national news programs were focusing on the protest and Adidas’ flat-footed response. People started returning Adidas clothing to stores in disgust, and employees felt so threatened they removed logos from company vehicles, reported the New York Times.

Executives can’t hide from the outrage. In the Netherlands earlier this year a social media campaign against bankers’ bonuses focused on Amsterdam-based ING. People began threatening en masse to withdraw deposits. CEO Jan Hommen voluntarily waived his upcoming $1.8 million bonus and ordered all company directors to do the same. British Prime Minister David Cameron recently proposed shutting down social media during riots like those that brought chaos to the U.K. recently. But Google Chairman Eric Schmidt replied to that idea in an interview in the Guardian with advice that applies equally to CEOs: “It is a mistake to look into the mirror and try to break the mirror. Whatever the problem was [that caused the riots] the Internet is a reflection of that problem. If you have a problem, use the Internet to understand what the problem is.”

If there’s a primary culprit for this changed landscape, it’s Facebook. The social network’s astonishing success in less than eight years has brought it more than 750 million active users in every country on earth, made it the world’s busiest website—and the most popular tool for fomenting insurrection around the world. Why? Because Facebook gives all its users a personal broadcast platform. In the past only a select few had such power—Walter Cronkite, for example, or those at the BBC. People on Facebook, by contrast, usually just broadcast to friends, which seems only modestly impactful, at first. However, a peculiar new dynamic—call it a viral consensus—may develop. Say you post a status update, photo or video that expresses a view that your friends agree with or respond to; that message can spread like influenza. Friends click “like,” or comment on the update, saying, for example, “Yeah, I think Mubarak has got to go, too!” or “I’m throwing out all my Adidas stuff!” That rebroadcasts it to their friends. The “meme,” or idea, can go viral and spread almost instantly to vast numbers, if it happens to strike a chord with the zeitgeist.

LinkedIn is another central tool for empowerment all executives ought to ponder—and not only because they already maintain a profile there (along with more than 115 million others). At its heart LinkedIn is a way to maintain a permanent public work résumé. Many of your company’s most valued employees now have CVs out on the street full time—searchable by millions, including your competitor’s recruiters. Do you want to take a chance mistreating or ignoring such people?

Plenty of other social software tools are now in the hands of ordinary people as well. They live on mobile phones that are really powerful computers—broadcast terminals able to spew opinion or information at will, as well as receive it. YouTube, for example, provides endless hours of light entertainment—or can be used by anyone anytime to broadcast video. In 2009 one appeared showing a Domino’s Pizza worker putting cheese in his nose while making a sandwich, among other abominations. Its stock dropped 10% in short order. One employee’s bad judgment damaged an entire company’s reputation. Twitter is a potent broadcast tool for anyone with a following; FourSquare, a way to coordinate in the physical world; GroupMe, just sold to Skype, enables you to send a single text or make one telephone call to a group of up to 25. All these services are basically free.
New incarnations of social power emerge almost daily from legions of entrepreneurs worldwide who see how rapidly success can come in a densely networked world. That ease of company creation is yet another example of individual empowerment. GroupMe’s two founders—ages 24 and 29—sold their company in August for around $50 million just one year after it debuted.

Bo Fishback created his tool of social power with stunning speed. He’s CEO of Zaarly, a location-based market place for buyers and sellers of both products and services; buyers post what they want, and people looking to earn money make offers to provide it. The company was born in February, when Fishback—a perpetual entrepreneur—attended “Startup Weekend” in Los Angeles. He pitched his idea Friday, had a working prototype by Sunday and says that Tuesday he closed $1 million in financing. (He already knew veteran investors, granted.) Two weeks later Zaarly launched in beta at South By Southwest Interactive in Austin, Tex. and did $10,000 worth of transactions. The service debuted in late May in several cities and by late August $3.4 million in transactions had been requested and 50,000 people had registered.

Fishback’s whole life as a Net-centric businessman presumes social power. “Empowered individuals are what drives Zaarly on both sides of our marketplace,” he says. “On the buyer side it transcends typical marketplace dynamics where you can only buy what someone else is already selling. On the fulfiller[or seller] side this demand-driven market gives people a new way to work for themselves.”

2011-09-09T10:25:00.001-07:00

Part of what will kick start our economy are people like you and me taking bold actions. We should stop waiting for someone else to show us it's OK to take risks again. Fear is holding back our economy more than polices, politicians, predictions and polls. Be the good you want to see in others. "Whatever you dream you can do - do it now. Committment has power, magic and providence in it. Begin it now".

2011-09-07T13:20:00.001-07:00

Where can we find more bottom-line savings? Improve meetings. 49% say most meetings are a waste of time. http://prn.to/pMz0Xq

It's time to cowboy up

2011-09-06T14:09:00.000-07:00

I got this article from my good friend and colleague, Charlie Tombazian from Innovative Solutions, www.myinnovativestrategies.com

To “cowboy up” means that when things get tough you have to get up, dust yourself off and keep trying. Executive and leadership coach John M McKee says that it’s time for leaders at all levels to do just that.

Successful leaders know not to wait around for someone to give them a break. They figure out how to move forward and then do what it takes to get there. That success creates more opportunities and even greater successes. It’s the same for organizations. And nations.

Here are four key U.S. trends culled from recent headlines and surveys done by various research organizations:

1. The average U.S. male between 30 and 50 years old is now earning 27% less than he did in 1970. At $33,000 that’s bad enough, but we also need to factor in that in the ’70s the U.S. buck was worth a lot more than it is today. Earning power today is about equal to what a guy was making in the 1950s.

2. Only about 63% of guys have a job today - including part time. So-called “male jobs,” which include manufacturing and construction, are not showing any signs of improvement, although we may see some relief as a result of Obama’s Speech on September 8.

3. More cars are now registered by women than men. Typically a lack of transportation (i.e., how to get to a job) has a big impact on who is employed and who isn’t.

4. Women in the U.S. are following trend that is common in most “rich” countries - they are now graduating from college at a significantly higher rate than guys. This is important because most forecasters expect the “good” U.S. jobs will grow in a few key industries (including health, IT, knowledge industries) and you need a degree for most of the better jobs.

I’ve seen nothing to indicate that these trends won’t continue. Here’s what to expect if they do:

1. The divide between the rich and the low-income earners will become much greater. Fewer families will fall in the range we currently contemplate as being middle class. It’s the middle class who generally drives an economic recovery while fueling the services and retail industries.

2. Can you say, “Detroit”? The U.S. government will incur far greater costs for helping to maintain many of those things we all take for granted. I’m talking about schools and community centers, and controlling crime.

3. Demographically, we have a huge percentage of people over 60 years old now and it’s growing. It will be harder to keep our population healthy. Insurance costs will become an even greater share of the shrinking GDP. (And at 16%, it’s already the highest of any key industrialized nation.)

4. Most of our key industries will use outsourced labor or hiring foreign nationals for key roles. And not just because it’s cheaper–countries like China and Brazil have dedicated huge funding to create schools and universities that are world leaders. In the U.S., we’re cutting back on this critical component of forward moving societies. China has stated they will create “50 Harvards.”

5. More Americans losing their optimism. More so than at anytime in the last 80 years, people today say they no longer see the U.S. as a place where anyone can have the American Dream. People in a funk are less likely to try as hard to move forward.

The women of this country have done a great job changing their role in society. For at least these two critical reasons, I am a strong advocate of getting more women into power:

Only 5% of the largest public companies are led by women today. It’s just dumb that we have been so male-focused. Typically there’s not much difference in the overall financial results of an organization regardless of which sex is leading it so there’s no performance reason to give men an edge at the top.

But women do a much better job of looking after their employees and communities according to studies by the Catalyst Organization.

For just those reasons alone - do what you can to get more women into power positions. But at the same time, focus on fixing your systems; changing your budgets and creating new mindsets that are so broken that they’re causing men to move backwards.

As a nation, we need to relearn how to cowboy up. The key is taking immediate steps to move ourselves, our loved ones, and our communities forward.

2011-08-21T10:57:00.001-07:00

Dean just became a member of the International Association of Facilitators. (IAF)

2011-08-21T07:41:00.002-07:00

Dean is speaking on "Leadership After the Recession" 8/24 at IREM For more information

What does your greeting convey?

2011-07-31T00:48:00.004-07:00

I am struck how countries have their own unique gestures when their people greet one another.

In India, it's the clasped hands in a prayer position, perhaps wishing spiritual well-being on another. In Korea and Japan, it's a bow from the waist which might tell others about their humility.

in the US it's a handshake, mirroring our values around equality (no one is "higher or lower in status" in a handshake) and casual approachability.

In France and other parts of southern Europe and Latin America, friends greet another with a kiss on both cheeks to convey affection, much like a hug.

In Malaysia I recently discovered people greet others differently than what I have observed with people in other countries: Here, a right hand is placed over the heart, almost as if saying "I am deeply pleased to see you" "And I am honest in my pleasure to see you." After I was greeted in this way a few times I realized what was also being communicated was: "You can trust me. I am honest."

After getting to know a few Malaysians I found my experience - not just how I was greeted - made be trust them. Certainly in every country there are those who try to manipulate others for their own gain. But how nice here in Kuala Lumpur, Malaysia to experience the message of a greeting matching my practical experience.

What do you want people know feel when they are greeted by you?

2011-07-29T18:29:00.001-07:00

What r the opportunities of tomorrow we must start working on today... in our communities, our work, our families, in our personal lives?

2011-07-28T14:09:00.001-07:00

Has yesterday's motto "Do more with less", been replaced by "Do less with less"?

2011-07-08T12:11:00.001-07:00

Goodbye shuttle program. America...now what? http://bit.ly/oPrCI8

2011-07-08T11:22:00.001-07:00

The higher the need for confidentiality the lower the level of trust. If we completely trust others, confidentiality isn't important.

Resolving conflict: key to improving innovation, trust and productivity

2011-07-01T19:17:00.000-07:00

Families, teams and organizations grow and die one conversation at a time. And conflict is the most difficult type of conversation we can have. But, to master conflict makes all other conversations a lot easier and as a result, trust, innovation, employee engagement and productivity go up.

2011-06-26T07:54:00.001-07:00

The threat to our current capitalist model is the inability of business leaders to confront the changing expectations of their stakeholders (employee, shareholders, the community) about the role of business is society. - Umair Hauque, HBR

2011-06-16T06:16:00.001-07:00

AZ Republic runs Transitioning from Employee to Leader. http://www.azcentral.com/members/Blog/DeanNewlund

2011-06-09T16:11:00.001-07:00

Transition from employee to leader

2011-06-06T20:53:00.000-07:00

2011-06-06T17:09:00.001-07:00

Better project planning with "pre-mortems". http://www.youtube.com/watch?v=E9quGzmSCW8

2011-06-05T13:58:00.001-07:00

The new paradigm is in creating significance. http://bit.ly/kLlmCC

2011-06-04T15:50:00.002-07:00

Are you ready for the new economy? Check out the "The New Capitalist Manifesto".here.

How can we keep our valuable employees from quitting?

2011-04-02T14:07:00.000-07:00

It’s the summer of 2009. The recession is in full swing. Employees are working long hours, with few resources, minimal training and sometimes, reduced pay. A study is released by DDI, a talent management firm, saying more than half of US employees plan on looking for another job once the economy improves. Fast-forward 18 months; unemployment is down, GDP is up, the stock market is over 12,000, and companies are hiring.

Now, the boardroom chatter is “how do we keep our valuable talent?” Pre-recession tactics to retain employees won’t work in this post-recession environment. We’re in a new normal. The American worker is burned out, and is beginning to reassess their lives and their options.

To earn their loyalty, organizations need to shift from being transactional: “do these duties and we’ll pay you this amount”, to relational: “together we’re developing a culture that supports the entire human being.” As Tony Hsieh, CEO of Zappos says “if you take care of the culture, the rest will follow.” How do you develop a culture that attracts and keeps top talent? Make the experience of work meaningful.

Image the level of loyalty you’d have if your company could honestly boast the following:

“We’re united in a vision based on adding significant value to our employees, stakeholders and community. We know the “why” not just the “how” of where we are going.

We know to transform the lives of our customers and community we must first transform ourselves. ‘We do what we say and say what we do,’ and ‘there are no bad ideas’, are strongly held promises, not just words on a page. We know that a company lives and dies one conversation at a time so we encourage employees to communicate the unpopular, risky and controversial. These and other values statements is our company’s DNA.

Each year we publish stories from each employee about examples of the culture and we spend several hours with new hires on what it means to work here.

We know that the carrot and stick approach of rewards and punishments do more harm than good when problem solving and collaboration is required. Our employees are more engaged and loyal when autonomy, mastery and purpose are real elements to our culture. We grant them autonomy to make key decisions, to work remotely, so long as the work gets done, and to occasionally engage in projects away from their normal duties to inspire innovation. We want people to master their skills, so we invest in training and coaching, and show a clear path to leadership positions. We want their individual purpose to express the purpose of the company and when it doesn’t we reassign them to a new position.

We take fun seriously by ‘hanging out’ and socializing with our employees. We know building community, trust and loyalty often happen over a glass of wine or ay a company outing.”

The great recession changed us all. Now is the time to create a new experience of work. Although pay and benefits should be competitive, what creates loyalty can be heard in the questions employees are now asking, “Am I doing meaningful work? Do I have some control over how I work? Can I grow as an employee and as a person? Do I like who I work with? Is this place any fun?

Dean Newlund is president of Mission Facilitators International, Inc. He can be reached at dean@missionfacilitators.com

The real issue

2011-01-21T17:00:00.001-07:00

The issue isnt the issues but the way we communicate the issues.

Published with Blogger-droid v1.6.5

Confessions of an e-mail addict

2010-12-30T23:20:00.000-07:00

I’ll admit it. I’m addicted to e-mail. I’m a people pleasing baby boomer that wants to be on the ball and prove my worth by the speed of my response. On average I check e-mail 30-40 times an hour: It’s the first things I do in the morning, the last things I do at night and the thing I do when the announcement is made it is now safe to use approved electronic devices on airplanes. Speaking of planes I recently read on an Atlanta flight an excerpt from John Freeman’s book The Tyranny of E-Mail. If the first step to recovery is awareness, Freeman opened my eyes:

• Email is addictive the same way slot machines are.

• The average worker spends 40 percent of his or her day sending and receiving some two hundred e-mail messages.

• We misunderstand the tone of e-mails 50 percent of the time and failing to respond to a sender can lead to a breakdown in trust.

• It takes workers 25 minutes to get back on track after an interruption. Interruptions take up to 28 percent of a person’s workday, creating a $650 billion drag on the U.S. economy each year.

• E-mail has conditioned us to talk and think in short bursts, slowly eroding our ability to explain in a careful and complex way.

• Interrupted every 30 seconds or so, our minds are denied the experience of deep flow, when creative ideas flourish and complicated thinking occurs.

Freemand is right, but who has time to think clearly when under assault by a tsunami of other people’s needs? How do I break this e-mail addiction? How can I be productive and responsive and have time to get real work done? As a corporate trainer and executive coach, I’ll take on the challenge to answer these questions, not only for myself but others as well; I’ll develop a list of e-mail best practices.

1. Check e-mail only at two set times during the day, like 8 am and 4 pm and use the “out of office assistant”.

2. Develop an e-mail policy with your team. Being a reformed e-mailer is easier if we do it with others.

3. Set expectations. In the “signature line” state when you read and respond to e-mail, in the “subject line” include the level of importance, i.e., “not urgent” or “response requested” and in the body of the e-mail clarify what your requesting to the recipient.

4. De-clutter others’ inbox. Use “cc” and “reply to all” sparingly and don’t annoy others with requesting read receipts.

As I type this last sentence I’m not sure how to finish this column. I reach for my cell phone to check e-mailed. Did it again! Then it hits me: E-mail is also an avoidance tool. So the last tip has to be:

5. Don’t hide behind e-mail. Be responsible. If you’re upset with someone, manage it face-to-face. As for ourselves: Face the emptiness e-mail so easily can fill.

Why work doesn't happen at work and what we can do about it

2010-11-25T09:05:00.003-07:00

The new normal gives birth to "Success to Significance"

2010-11-10T15:45:00.000-07:00

Sheena Iyengar: The art of choosing

2010-10-21T21:37:00.000-07:00

Good Tips for PowerPoint

2010-10-18T19:55:00.002-07:00

This is a useful video about how to make PowerPoint presentations more effective.

Article on Success to Significance Builds Interest

2010-10-17T21:26:00.000-07:00

A recent article I wrote with Charlie Tombazian for Phoenix Score was the subject of Ted Vollmuth's Examiner article that appeared October 11th. In it he says:

"As in many other articles I’ve read and published regarding business success, these business experts state absolutely that a great deal of discipline, planning and measuring actions and results are essential to success."

To see Vollmuth's complete comments go to:

http://www.examiner.com/small-business-marketing-in-phoenix/score-newsletter-takes-an-unusual-twist-on-succes

Starting Strong as a New Leader: Learn. Define. Coach.

2010-10-03T09:22:00.002-07:00

She was not unlike many others. In fact her challenges were the most common I have seen in over 18 years. Debbie was an accomplished worker. She was smart and motivated and after 5 years in her position she got the nod to head the department. “I loved the recognition. It was what I had been working so hard to get. Finally, I was a manager.” “So, why the long face?,” I asked. “I’ve learned that leading people is much harder than I had ever imaged.”

“Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others." — Jack Welch

The transition from individual contributor to leader means giving up what made you successful while doing things you’re not yet good at. It’s like the frequent flyer: She knows the ticketing process, where to put her luggage in the overhead compartment, how to buckle up. She’s good at being a passenger. But image someone from the airline approaching her and saying, “you’ve been such a good passenger, how about flying the plane?” Welcome to leadership.

“So what do I do.”

Learn what is.

Define what can be.

Coach others to get there.

Learn: What does your boss expect from you? How is your success being measured? What behaviors are you expected to model? Ask your team, peers, customers a lot of questions. How do they do their jobs, what do they expect, what does success look like? What is working well, what isn’t. Then listen. And learn.

Many times a new leader feels pressure to come in and make changes quickly. Like a first date, team member are sizing you up, trying to determine what kind of a leader you will be. If you blast in, make a bunch of changes, they might go along but they won’t be engaged. If you listen, take time to truly understand and involve your employees in your decisions they’ll respect you and support your direction.

“People don't resist change. They resist being changed!” - Peter Senge

Define: With the help from your team, develop a plan and measurable goals and timelines. Part of your job is to define a meaningful mission. Your goals might be handed down from corporate or your boss. But, it’s still important to personalize those goals by infusing your vision. Next, define a strategy on how to achieve it.

"The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant." — Max DePree

Coach: Before, you were a doer. Now you’re a listener, asker, teacher and coach. It’s faster to correct your employees. But when you tell, you encourage dependence and discourage creativity. Frequent, fair and informal coaching fosters better problem solving and innovation.

A leader’s role is to raise people’s aspirations for what they can become and to release their energies so they will try to get there. - David R. Gerge

The Journey From Success To Significance - Part 2

2010-09-18T08:53:00.009-07:00

A business fable
Image you’re a mountain climber. Your goal is to scale the world’s top three peaks. Each will require great effort and sacrifice. However, you determine you only have enough energy to climb one. So you choose the most popular mountain. You make it to the top and experience the thrill of success. However, a deep regret sets in when you see the other two mountains you chose not to climb. The Peak you scaled is called “Profit.” The other two: “People” and “Planet.”

Later, a wise Sherpa shares a captivating story. He tells of being able to climb all three peaks in a single ascent. “What? How is that possible”, you ask. “How can one climb three mountains at the same time?” “It’s true”, he says, “and I was able to do it with less energy, in less time and without regret.”

In our previous article, we described how people and organizations are re-defining the meaning of success to include three destinations, like the three mountain peaks, each with their own goals:

People: To find and express an individual purpose and they by drive meaning into the workplace.

Profit: To build a sustainable economic engine that provides a sustainable return on investments.

Planet: To create healthy communities, leave a legacy and enhance our Earth.

The blending of these three: “people, profit, and planet” creates a new definition of success that leads to significance and can be measured by our Triple Bottom Line Scorecard.

Still you’re confused: Three mountains at once, and done with less effort? The Sherpa starts to unravel the mystery. “Behind the constant cloud cover, you’ll discover the three mountains are the base of a much larger mountain.”

You’d heard rumor of such a peak but few knew it existed. “Ok”, you say, “but how can I climb this larger mountain with less energy?” With a wry smile the Sherpa says, “You climb the mountain with many of the same tools you’ve used before, but in a different way.”

In business, those familiar tools are: 1. Know yourself and others. 2. Create a compelling mission. 3. Plan and execute

You look at the Sherpa: “Let me get this straight. The three mountain peaks, People, Profit and Planet are really a part of an even larger peak. So what is the name of this colossal mountain?” The Sherpa sits back in his chair. “Significance”.

“Alright… and I get to Significance by using many of the same tools I’ve used before but with a keen eye on the three other peaks?”

“Yes” the Sherpa, says. “But there is a final step in getting to Significance. Like never before, you must integrate and leverage those familiar tools, and be strong enough to undergo deep personal transformation. It’s the interdependence of People, Profit and Planet that enables one to reach Significance.

Know yourself and others

We must identify the beliefs and assumptions that drive our actions and decisions. This process clarifies what makes us successful and what holds us back. When necessary, we’ll replace limiting beliefs with effective new ones. By knowing ourselves, we understand others and the differences and similarities that bring us together or hold us apart. This high level of awareness and empathy encourages effective communication, collaboration and decision-making.

“So, if I truly understand myself and others, remove limiting beliefs and replace them with new ones, and build trusting relationships, I can overcome challenges faster and scale the peak to Significance with less effort?”

“Yes,” smiled the Sherpa.

Compelling Mission and Passionate Purpose

Mission statements can be powerful and inspiring if they 1. Are created by both leaders and employees. 2. Focus on People, Profit and Planet. 3. Are used as the basis for key decisions.

The key is buy-in: People support that which they help create.

Too often, drafting Missions becomes an exercise in “wordsmithing.” They address customers, products, services, shareholders, profits, and “being the best.” Rarely do inspire the company’s “most valuable assets”— its people!

Compelling Mission Statements are about things bigger than our companies —like People, Profit and Planet – and connects everyone to a deep sense of meaning. The Mission of Joie de Vivre Properties, a chain of 40 hotels, reads: “Creating opportunities to celebrate the joy of life.” Do you think Joie employees find their work meaningful, no matter what role they play?

“I understand this part. By focusing on the three peaks of People, Profit and Planet, and collaborating with teammates along the journey, we tap into what’s deeply meaningful to all involved. We reach Significance together.” “Very good,” gleams the Sherpa.

Plan and Execute

Turning a great plan into reality requires a disciplined approach to measuring actions and results, developing servant leaders and tapping into intrinsic motivators. Leaders must balance short and long-term goals, make planning a priority and develop others whose passion is service.

In business, profits have become the ultimate measure of success. Of course it’s critical to have money left over after expenses are paid. These profits fuel what it takes an organization to grow and provide a return on investment.

It’s also vital to have an inspired workforce, because engaged employees are more productive, less costly, lead happier lives outside of work and are more apt to support their communities and protect the environment.

Triple Bottom Line Scorecard

Many companies now subscribe to this triple bottom-line scorecard where the ultimate goal is to succeed in People, Profits and Planet. Two states in the U.S. are granting B-Corp designations, as distinct from standard S and C Corporations. B (benefit) Corps are dedicated to achieving triple bottom line results. We have developed a Triple Bottom Line Scorecard to measure results produced in People, Profit and the Community and Planet.

The Sherpa then asks the question that changes your life forever. “Are you ready to ascend the peak of Significance?”

Ineffective Conflict Resolution Puts the Breaks on Growth

2010-09-11T22:14:00.004-07:00

The setting couldn’t have been better: The training room windows inside the lodge pole resort looked out onto a thick forest. At the other end of the room cushy leather chairs faced a fireplace. The food was gourmet-organic and during breaks we could take walks on the beach.

The environment was harmonious. Perfect!

For the 15 leaders I was hired to work with, however, the same couldn’t be said: Harmonious with one another they weren’t.

This team was in strife. Over several months of working together, slowly, unexpressed conflict grew. Silence and distrust became overwhelming. And now the tension was as thick as chunky peanut butter.

This team’s issues weren’t unique. Like many other companies, their inability to effectively manage conflict had choked off their innovation and open communication.

If you believe that friendships, marriages, teams and companies grow and die one conversation at a time then this team was slowly marching toward their grave. Yet, they were aware of it. And they had courage to take action. If the company was going to thrive, they needed to thrive as a team. And if that were to happen, they had to get really good at managing conflict.

After many exercise and discussions the group slowly started to open up and heal. Communication improved. Vulnerability and hurt developed into trust and confidence. Yet, they knew old patterns could return, so they decided to create a process. They fondly called it CRAP: Conflict Resolution Action Plan. Here it is:

1. When conflict arises between two parties the one with the issue will first attempt to go directly to the person with whom they have the conflict.

2. When a third party is needed to be involved for counsel or clarification, the third party will only be used as a sounding board.

Third party responsibilities:

• Counsel and clarify

• Remind the person to go to the other with whom there is conflict

• To never share the information with others, including the conflicted party.

• To remain objective.

3. To deal with one issue at a time until completion is achieved.

4. Listen. Acknowledge others’ point of view and request acknowledgment if needed.

5. Ask questions to get the whole story.

6. Speak only for yourself.

7. Ask for permission before giving feedback.

8. Resolve for a win/win solution.

9. Confirm acceptance.

I checked in on them a year later and they were still using their process. And, turns out employee engagement, customer satisfaction and sales were all up.

The Mount Everest of communication is conflict. Ascending, getting on top of and getting past a tough conflict isn’t easy. But when we create a process for resolving conflict and follow it, we enter into a new level of personal power and possibility. It is here we can express our full potential and make decisions based on benefits not fear, contribution not avoidance.

Dean Newlund is President of Mission Facilitators International, inc., a Phoenix based leadership development firm focusing on strategic planning, executive coaching and training. He can be reached at dean@missionfacilitators.com or www.missionfacilitators.com

Now its Time To Redefine “Success” to include “Significance” by Focusing on People and Planet in addition to Profits.

2010-08-21T13:49:00.002-07:00

These days, everyone’s trying to define “the new normal.” We see it in business journals; we hear it in executive forums: How has the recession changed the rules of business? Have my customers’ expectations shifted? Are my employees looking for jobs elsewhere? How can we avoid missteps from the past?

We’re faced with a choice. We can avoid, and hope things go back the way they were. We can adapt, which may only guarantee survival. Or we can innovate, and elevate the interconnected relationship between Profits, People and Planet. As futurist Joel Barker said, “Our past success will guarantee nothing in the future. We must challenge old rules and paradigms, and create a new path to the future.”

Up until now success was defined by profit, return on investment or market share. Recent studies from Gallup and IBM clearly show economic success, employee engagement, and community stewardship are interconnected to one another. Notice these statistics on employee engagement, alone

• Disengaged employees are twice as likely to experience depression & heart attacks as engaged employees.

• People with quality friendships are 7 times more engaged in their work.

• Total shareholder return is 20% higher in companies with high employee engagement versus companies with low engagement.

Many are redefining success. Profit is critical for every business—it is the fuel, which enables our companies to operate and grow. A car needs fuel to run just like a business. But does the car exist for gasoline? No. Nor do our businesses exist for profit. The purpose of a business is to provide a product or service people need or want.

Consider what a growing number of companies are doing by focusing on profit AND two other worthy goal areas—People and Planet. We propose incorporating this broader approach by using a “Triple Bottom Line ScorecardÔ” of Profits, People, and Planet. When we redefine success to include the culture and well being of our employees, relationships with customers and vendors and our stewardship of our communities and planet, we build companies that create a significant, sustainable impact. What would it take for all of us to create such organizations of transformation, which produce meaningful work, sustainability, business and social responsibility and work-life balance?

Business, more so than any other social institution (religious, political, civic), is the driving force for advancing and evolving human behavior. The Success to Significance (S2S) journey requires a willingness to change, openness to new ideas and models, commitment, discipline, and perseverance. Once on this journey, we’ll develop new skills, inspire others, and create significant impacts with and for our people, customers, community, and the planet at large. Together, we can take the new normal and build something successful and significant.

Dean Newlund and Charles Tombazian will talk about Success to Significance and their Triple Bottom Line Scorecard strategies on October 5^th at Phoenix Score. Dean can be reached through www.missionfacilitators.com

Counting what Counts: Creating an Environment for Financial and Cultural Success

2010-07-06T11:50:00.000-07:00

Work Spaces Should Encourage - not Discourage - Loyalty, Creativity and Trust

2010-06-28T11:56:00.000-07:00

The space around us effects our thoughts, attitudes and behavior. It also affects how we take in and process information. This last summer we sat in the choir stalls at Westminster Abbey - the 500 year old English church - and listened to choir voices echo and then fade into the Abbey's ancient spaces. My normally fidgety son was glued to his seat, in complete awe. The summer before we all stood at the base of Yosemite Falls and felt the spray on our faces as we looked skyward through the on-coming drops. Collectively we all took a deep breath.

There was something magical about both those experiences. They put us into what I might call the zone, or a state of flow. And as we all know, being "in the flow" encourages creativity, communication and problem solving.

Corporate environments also have a dramatic effect on the way we think and behave. John Medina in "Brain Rules," says our typical office environment discourages higher brain functions. Sitting for hours in confined spaces under unnatural light dulls our mental processes and reduces our tolerance levels, creativity and ability to communicate effectively. These spaces promote stagnation, not flow.

Instead of process work, which is increasingly sent offshore, there is a growing emphasis on "knowledge work", which depends less on formula and process and more on learning, collaboration, initiative and exploration. So, if we value creativity, trust, innovation and open communication, we need to create office spaces that activate higher brain functions that promote these desirable behaviors.

Here are some ideas:

Color: Paint walls the right shade of color to stimulate these behaviors; yellow (confidence and energy), green (relaxation and openness), blue (harmony and creativity).

Lighting: Use full spectrum and natural lighting.

Break Down Walls: Open up work spaces to allow for movement and discussion. Truly effective work spaces encourage chance encounters. They invite people to move around, start unexpected conversations and collaborate spontaneously. Open work spaces encourage the sorts of fortunate accidents that lead to new perspectives on vexing problems.

Unstructured Work and Break Space: Provide areas that give employees the freedom to work how, when and where they want. Place a few comfortable chairs in unusual spots- in corners of large rooms, hallways, in front of large windows. Knowing that creativity arrives at all hours, these spaces and amenities should be accessible around the clock.

Idea Walls: Have large write-on/wipe-off walls where people can draw, envision new solutions, and communicate in pictures- doing this taps the right (creative) side of our brains.

Walking Meetings: Our brains work far better when we are active than if we are stationary. Hold more walking meetings.

Work spaces may never feel like Yosemite or an ancient church. But they can and should encourage the behaviors of creativity, collaboration and innovation that are necessary for succeeding in today's global market.

intrinsic Motivation and Purpose Driven Companies

2010-06-24T00:31:00.007-07:00

How Our Brains Work

2010-06-23T04:29:00.004-07:00

">">

Why "Why" is so important

2010-05-05T16:06:00.000-07:00

Menotoring Sorely Needed for Lonely Leaders

2010-04-30T19:22:00.000-07:00

Before I sat down to write this column I had just finished a coaching session with a newly promoted mid-level manager. Julie started our conversation with “It’s true, it is lonely at the top. With my promotion I enjoy the opportunity to make a greater impact, but now my actions are scrutinized, former peers are now direct reports and I can’t admit I don’t have all the answers. “

Leaders like Julie are often starved for someone to talk to, a person who can provide unbiased, safe and supportive feedback. Part of the issue is we expect leaders to be savors and heroes. For them to ask for help or show vulnerability breaks the leadership-myth. All of us, leaders and followers, need to boldly share our brilliance as well as our bruises, to engage in positive change, not wait for an invitation.

Executive coaches’ help, but leaders need on-going support from people within their companies.

I told Julie, to create what I call “Hot Team” partnerships– so she can draw on the experiences of others and receive positive mentoring from people who want her to win. These mentors will listen, ask probing questions, share in the successes as well as the set-backs and teach a new skill when one is needed.

By developing two-person Hot Team Partnerships, Julie will increase her self-awareness, make better decisions and gain the support needed for better work/life balance.

I told Julie her Hot Team partners should be from different departments and reporting structures to help ensure confidentiality.

“So, how does this work?” Julie asked

“Suppose Susan, an acquaintance of yours, has a skill that you know you need in your role”, I said. “Tell Susan specifically what your goals are and when you want them accomplished. Tell her you will phone her every week to report on your actions, and ask her not to accept any excuses for your temporary setbacks.”

“Tell Susan what you want to be told if you’re forced to admit that you’ve fallen off the horse. What should she say to get you back in the saddle? Sometimes a simple reminder of why your goals are so important is all that is required.”

“Try to line up one Hot Team partner for each of your skills or attributes that you feel you need to improve. You, in turn, may be a Hot Team partner for someone else because of a skill you have.”

As Julie and I were wrapping up our session I suggested she let other leaders know that she is available to be on their Hot Teams. It’s a great way to contribute to others’ success, and it could be an excellent opportunity to network within your organization.

As Julie walked away, she turned and said: “Ok, I’ll give it a try. And, maybe leadership won’t be so lonely”.

To learn how to set up a Hot Team mentoring program in your company, join the free webinar on July 16th, 12:00 noon to 1 pm. Sign by at http://www.missionfacilitators.com/

“When am I going to do something that matters?”

2010-04-19T08:15:00.000-07:00

According the Daniel Pink in his book, Driven, this is the defining question of the baby boomer generation. He goes on to say:

“According to the U.S. Census Bureau, the US alone as 78 million baby boomers, this means that each year more than four million Americans hit this soul-searching, life-pondering birthday. That’s more than 11,000 people each day, more than 450 every hour.

Every thirteen minutes another hundred people – members of the wealthiest and best-educated generation the world has ever known – begin reckoning with their mortality and asking deep questions about meaning, significance, and what they truly want.

One hundred people. Every thirteen minutes. Every hour. Of every day. Until 2024.

When the cold front of demographics meets the warm front of unrealized dreams, the result will be a thunderstorm of purpose the likes of which the world has never seen.“

How can baby boomers and younger employees work together in harmony?

2010-04-01T18:50:00.000-07:00

“Gen X and Gen Y employees don’t have a solid work ethic.” “Baby boomers are slow to change.” “The younger generation is one of entitlement.” “The older generation values money over a quality work environment.”

You’ve heard these comments. You may have even made them. Whether they are true or not, baby boomers and younger workers are having trouble embracing one another.

At the last Arizona Leadership Forum we invited a group of baby boomers and college students to tackle the issue of how these two groups can work effectively together.

First, we wanted to find out, what are the issues unique between baby boomers and younger workers? And, what are issues found in any pairing of older and younger workers, at any time in history? Here are some timeless examples of generational misperceptions:

• A college student said he wants a job free from ridged rules. Boomers remembered wanting the same thing when they started their careers. (And still do).
• A 50 year old business leader said younger workers expect high paying leadership roles before they’ve proven themselves. Every generation has an economic downturn, and this current one may have re-set expectations.

What is unique about these two groups is the unprecedented size and influence of the baby boomer generation and the role technology is playing in shaping perceptions and skills in today’s younger workers. Both want what the other has: The younger workers want the influence enjoyed by the baby boomers and the older workers want the innovative and collaborative potential found with tech-savvy younger workers.

Baby boomers have

• Experience, work ethic
• Ability to take ownership of results
• A big picture perspective
• Ease with following proven, traditional practices

What our college students want in a job is

• Excellent and ongoing training
• Ability to pursue individual interests
• Good work/life balance
• Ability to contribute immediately
• Have a voice in the company’s direction and vision

Before those strengths from one group can be leverage with the desires of the other, stereotypes and perceptions must be discussed. Many younger workers blame the Boomers on what is wrong in business and in the world and boomers don’t feel younger workers respect or understand them or what they do.

So what can be done?

Boomers need to support younger works by:

• Listening to their ideas
• Create opportunities for them to work collaboratively
• Provide thorough training and mentorship
• Freedom to work independently and creatively

Younger workers need to support boomers by:

• Seeing and validating their work experience
• Prove to them they can get results
• Add value to current projects
• Adopt a flexible communication style

Instead of seeing the other as a barrier, Boomers and younger workers need to openly discuss stereotypes, encourage new ideas, respect proven practices and collaborate with one another.

Participate in a free webinar “How to Help Boomers and the Younger Generation Work Effectively Today”
June 4th, 2010
12:00 noon to 1:00 pm
To sign up go to: www.missonfacilitators.com

How do I build a real team when everyone is only thinking of themselves?

2010-02-26T15:27:00.000-07:00

For reasons that include fear for our own well being, companies that measure and reward individual instead of team results, a new generation of employees who feel more entitled than their older peers, and a US culture that reveres individual success, it appears we’ve entered the age of narcissism.

Let’s face it, some amount of narcissism is beneficial and can create charismatic politicians, CEO’s touting compelling visions, and individuals committed to self awareness and fulfillment. But a single focus on “self” damages relationships, impedes innovation and squelches collaboration. Maslow would say that serving the “self” is a necessary rest stop on the road to serving others. So, how do you help employees move from “it’s all about me” to a focus on service? Focus on character and engage your employees in key decisions. Here are two suggestions:

At your next team meeting ask:

• What are we trying to be the best AT in the company?
• How are we trying to be the best FOR the company?

“AT” goals are about the individual; my results, my needs and expectations, my performance and rewards and my knowledge and skills. “FOR” goals are about the group; our character and service to others, our needs and expectations, our performance goals and rewards, our shared knowledge and collaboration.

Some might say Kobe Bryant is the best AT basketball, but Michael Jordan was the best FOR basketball, due to his leadership and service to the community. Your son might be the best AT karate in your local studio, but is he the best FOR the studio in the way he helps others and volunteers to sweep the floor? Your boss might be the best AT supply chain management in your company, but is she the best FOR your company by how she models open communication, collaborates with other departments and does what‘s right, even if unpopular?

Engage your people in defining the team’s mission and values. People are starved for meaning. By engaging your people in mission and values decisions you connect them to a larger purpose. These key decisions should define the team’s unique reason for being, clear business goals and how it’s going to the best FOR the company by modeling service to others.

Facilitate a discussion around these basic questions: who are we, what do we do, for whom do we do it and why? Initially, you’ll be amazed how much disagreement there is, and later, how much alignment, focus and energy comes from this process.

When we set goals that demonstrate character and engage our employees in key decisions, our team members won’t stop thinking about what best for them. Rather, they’ll include thinking about what best for others.

Sign up for a free Webinar “Creating a Service Culture” on April 30, 2010, 12:00 p.m to 1:00 p.m. by visiting http://www.missionfacilitators.com/

Arizona Republic Picks up Dean's Article on Leadership

2010-02-14T08:38:00.003-07:00

http://www.azcentral.com/business/articles/2010/02/11/20100211careerleadership0214part1.html

Corporate Sominex: How to Make Boring Meetings Engaging and Effective

2010-01-28T11:30:00.005-07:00

Meetings have become the bane of business. How many of you have gone to a meeting and left asking yourself: “What was the point of that? Why was I invited? Will any actions take place as a result of this meeting?” Sometimes just getting people to meetings is a trick in itself. One company I worked with forced late arrivers to sing a song: incentivize promptness through embarrassment. Back in the 90s the amount and quality of food offered to employees at Microsoft determined how many people showed up for a meeting: Incentivize attendance through food.

So what is the cost to business when meetings are ineffective? Results from a recent national survey stated 69% of all meetings are considered unproductive. Factor in the average middle class income and the average number of meetings we sit in on each day, the cost to business for unproductive meetings is $44 per employee per day. That means a company with 200 employees could be losing $2.3 million annually in unproductive meetings. Wow!

Office politics, laziness and avoiding accountability are why we have ineffective, boring meetings. Well-run effective meetings inspire engagement, drive decisions and produce accountability for results. Here are sound ideas for how to make your meetings engaging and effective: (for more resources on effective meetings visit: http://www.missionfacilitators.com/meetings/

Meeting Preparation

• Establish doable goals. This will determine the meeting's focus, agenda and who should attend.

• Make sure you need a meeting. Since 65% of all meetings are not called for making decisions, can you accomplish your goals through email, SharePoint or other communication medium?

• Determine who must attend and what you want their involvement to be: Brainstorming, helping make a decision or providing feedback to an issue or initiative?

• Distribute reading materials 48 hours prior to the meeting. Attach a standard agenda that clarifies the reason for the meeting, desired outcome, who’s attending and why.

During the Meeting

• Establish and follow meeting code of conduct.

• Review the anticipated outcomes and agenda.

• Facilitator keeps discussion on track.

• Avoid PowerPoint presentations. They distract more then they engage.

• Involve each participant in the discussion by calling out quieter individuals and limiting air time for those who easily dominate the conversation.

• Determine next step actions by clarifying who “owns” the actions and when they are to be completed.

After the Meeting

• Publish action item list within 24 hours.

• “Owners” of action items schedule time in their calendar to complete their items.

Since 80% of time in meetings is devoted to less than 20% of a company’s long-term value we have a huge opportunity that doesn’t cost a dime. Without having to lay people off or cut expenses, companies can see real improvement in productivity by making meetings more effective and engaging.

Sign up for the free webinar: Corporate Sominex: How to Make Boring Meetings Effective and Engaging by visiting http://www.missionfacilitators.com/

Achieving Goals in 2010

2010-01-02T16:54:00.005-07:00

The holidays are over and we’re tempted to do is what we do every January: Make resolutions for the New Year.

But let’s face it: How many of you acted on the resolutions you made last year? For many, great plans start with a bang but end with a fizzle. Why is this?

Why do well intentioned people set goals but don’t reach them? More importantly, what should we be doing instead? After 18 years of coaching executives, running strategic planning sessions and training people on leadership, this issue has come up quite a bit.

Here are three suggestions I’ve picked up from people who consistently follow through on their goals:

1. State goals in positive not negative terms
To illustrate this, imagine that nine patients are given identical diagnoses of heart disease. All will die unless they improve their diet, lose weight, cut back on alcohol and reduce their stress.

How many will make the necessary changes?

Only one, according to a 2005 study authored Dr. Edward Miller, the dean of the medical school at Johns Hopkins University. "If you look at people after coronary-artery bypass grafting two years later, 90 percent of them have not changed their lifestyle," Miller said.

In other words, faced with bad news, even death, most people do not change. Positive emotions drive people to action much more so than negative one.

So, set goals in a way that creates positive feelings.

2. Connect our goals to intrinsic instead of extrinsic motivators
According to Daniel Pink and 40 years of research, people who are engaged in cognitive work are not motivated by the typical “carrot and stick” approach: Do this well and we’ll reward you, do it poorly we’ll punish you. This approach actually damages performance. Instead, people need three intrinsic motivators: Autonomy to control some aspect of their work, the opportunity to master a skill or ability and the opportunity to express their purpose through their work.

Make sure your goals give you some form of autonomy, can lead to mastery of a skill and express some aspect of your purpose.

3. Ask for help in pursuit of our goals.
Going it alone increases our changes of reverting back to the status quo. Our goals have much more chance of success if we involve others.

Set up informal peer to peer mentoring. Suppose Susan, an acquaintance of yours, has a skill that you know you need for your career. Tell Susan specifically what your goals are and when you want them accomplished. Pick her brain, ask her questions, and shadow her in her work. Then implement what you’ve learned and report your result to Susan. Tell Susan what you want to be told if you’re forced to admit that you’ve haven’t stay in action. What should she say to get you back in on the horse? Sometimes a simple reminder of why your goal is so important is all that is required.

Speaking Up Shouldn't Be Career Limiting

2009-12-30T12:11:00.006-07:00

To see American management 20 years ago visit a company in India today. Like many other developing countries India imitates American business. Yes, U.S. businesses have leaped forward in many ways. But we've also taken several steps back. Today in this country, we often avoid conflict by tiptoeing around issues and discouraging debate. In an effort to be sensitive to others we’ve stopped speaking up.

My nephew’s wife, Netu, worked for a large financial firm in India. At her job in Delhi she tells of real teamwork, dynamic and open communication and the debate of ideas; American ideals, that two decades ago, were more of the norm than the exception in U.S. companies.

Netu has recently been relocated to the firm’s Phoenix office, and the difference in open communication between the two locations is quite apparent. At the Arizona location employees defuse issues and get reprimanded for unpopular ideas, while communication training does little to open dialogue. In the Delhi location, team members confidently share unpopular ideas and comments are not taken personally.

Not all U.S. businesses have become regressive in communication. But in general, we are in an era of avoidance. We’re much more frightened to speak up than two decades ago.

Certainly the scarcity of jobs, the fear of being sued by disgruntled employees and stricter financial accountability has added to this trend. And, there is much we have learned about communication we should keep. But there’s one skill we need to adopt: Separate facts from fiction.

If a stenographer followed us through our day he or she would record the facts: What was said, what was done, by whom and when. But we humans don’t live in facts. We create meaning out of facts. “My boss didn't smile at me today, I must be in trouble”. “Thank God it's Friday because that starts a weekend of fun”.

Recently I worked with a team to combat their fear to communicate by developing the following three principles:

We won’t assume what we can’t confirm. We’ll give people the benefit of the doubt. We’ll not gossip nor form an opinion until we can understand the intentions of the person involved.

We’ll be responsible to our interpretations. In a conflict we’ll share our interpretation on what was said or done. “You didn’t respond to my email and I created the interpretation that you thought my idea was dump”.

Feedback and ideas are not seen nor given as a personal attack. All ideas and concerns are welcomed.

When we stop assuming how others feel and start owning the interpretations we create, trust can be restored. And with trust, it’s safe to share the crazy idea or discuss the un-discussed. If we’re going to thrive, not just survive this recession, we must speak up a lot more and business leaders must model the commonly held value of open communication.

4 Disciplines of Execution

2009-12-08T19:49:00.004-07:00

The Stephen Covey group hits the nail on the head when they describe the clash between day to day urgency with longer term goals. Urgency always wins and our strategy gets pushed back or dies of lack of attention. This short video has some great suggestions about how to keep focused on strategy while attending to the daily work of putting out fires and keeping the business going.

Check out the 2nd video on the link below:
http://www.franklincovey.com/4dflv/4D_2Vid.html

How Will Manage and Lead in 2010?

2009-12-06T05:24:00.010-07:00

How Will Manage and Lead in 2010?

The following video might give us some ideas.

2009-11-06T11:41:00.002-07:00

Business Has it Wrong When Trying to Motivate People

Daniel Pink shows what 40 years of hard core science proves about what motivates people. It's not the extrinsic "carrot and stick" approach. In fact, extrinsic motivators actually reduces productivity. See the TED talk he gave recently;

2009-10-15T10:27:00.001-07:00

Burnout is the New Normal

Question posed by AZ Magazine reader:

What tips or suggestions would he have for keeping highly talented and creative employees motivated/energized during these tough economic times? Nachie Marquez, Communications & Public Affairs Director, City of Chandler

Answer:

Nachie,

You are not alone in asking this question. Across the county employees are tired of doing more work with fewer resources and little or no recognition. Burn out is the new normal. More than half surveyed by DDI, a talent management firm, said their careers are stagnant and plan to look for another job when the economy improves. These same employees are more than twice as likely to move to another company if given the opportunity. The message is clear: Not now, but soon retention will be a real problem. Until then we have a sick patient: The American worker. The prognoses:

· Give challenging assignments

· Develop new skills

· Provide recognition

· Clarify how individual jobs connect to the objectives of the organization

· And, when the economy returns, provide advancement opportunities.

For you and your team the solutions are slightly different. As ambassadors for your community, who often speak for local officials and partner with small businesses, I suspect your team already feels vitally connected to the mission and strategies of the city of Chandler. However, your team must feel run down by too much work and tired of being the bearer of bad news.

Here are a few low-budget tips:

1. Set aside time during weekly meetings for each person to report good news, personal or work related. This should break the pattern that meetings are always about hearing bad news.

2. Each month do something fun to celebrate a recent success. Grab an ice cream cone and go the local park. Catch a movie, take in a museum. Assign a team of 2 to come up with the activity for the next month. This will create some friendly competition, and teams will want to 'out do' the others with the most fun activity.

3. Create a mentor program. List all skills found in the team. Match people's desires to learn a new skill with mentors who posses those skills. This type of cross training should help prepare people for new jobs when they become available. Also, the one-on-one support will help energize the team-culture.

4. During planning meetings, encourage team members to image a future that is engaging, challenging and very fulfilling. Reward innovation, risk-taking and full participation. Develop short, medium and long term goals. Ensure follow through by creating small task forces.

Nachie, when the future is uncertain, the news we're hearing is bad and training funds are scarce the best option is to rely more on team members: Celebrate success, do something fun, develop new skills and plan for a brighter future. The economy will rebound. The question for all of us isn't just, 'will we be ready', but will we stay fully engaged until it does?

Dean Newlund is a President of Mission Facilitators International. He can be reached at dean@missionfacilitators.com or www.www.missionfacilitators.com

2009-10-11T14:09:00.001-07:00

How to Lead the Next Generation of Leaders

Emerging leaders have no desire to lead as they have been lead, this according to Ron Carucci in his fall 2006 Leader to Leader article.

To underscore that point, we at MFI are beginning to see that the leader of tomorrow is following the information explosion. What exactly does this mean? Business is entering a world where leadership, like information, is fluid, situational and purposeful. No longer seen as a static position that one acquires to keep, leadership in the near future will move back and forth to those who run projects or possess or direct valuable information.

From Carucci's article, here are six recommendations to develop tomorrow's leaders today:

1. Neutralize hierarchy to accelerate trust and results.

2. Have deeper conversations, not better transactions, to surface innovative and dangerous thinking.

3. Extend genuine invitations, dispense with faux involvement, to maximize passion and commitment.

4. Dream first, set targets, to push leaders to the limits of their capability.

5. Participate and contribute generously, stop doling out advice, to engage leaders in an exploration of deep development.

6. Be more grateful, less complimentary, to sustain courage and endurance.

As you contemplate the leadership relationships in which you participate, look ahead, not behind, when choosing how to lead.

Don't wait for the new trend in leadership to overtake you. Act now. Challenge. Invest. Invite. The next generation of leaders is here.

2009-10-11T13:51:00.001-07:00

The Flight of the Creative Class

The United States of America is now facing its greatest challenge since the dawn of the Industrial Revolution. This challenge has little to do with business costs and even less with manufacturing prowess. And, no, the main competitive threats are not China or India. Our country-for generations known around the world as the land of opportunity and innovation -- may well be on the verge of losing its creative competitive edge.

The core of this challenge is what I've come to see as the new global competition for talent, a phenomenon that promises to radically reshape the world in the coming decades. No longer will economic might amass in countries according to their natural resources, manufacturing excellence, military dominance, or even scientific and technological prowess. Today, the terms of competition revolve around a central axis: a nation's ability to mobilize, attract, and retain human creative talent. Every key dimension of international economic leadership, from manufacturing excellence to scientific and technological advancement, will depend on this ability.

This new global competition for talent creates a serious threat to the United States' long-standing economic hegemony on three overlapping fronts. First, a wide range of countries around the world are increasing their ability to compete for global talent. Second, the United States is undermining its own ability to compete for that talent. And third, the U.S. is failing to cultivate and harness the full creative capabilities of its own people in ways that position it to compete effectively.

What are you doing to attract, retain and encourage creativity?

2009-09-13T18:20:00.001-07:00

Achieve Success Through Social Style Versatility

It is impossible to calculate the sales dollars lost when a salesperson misses important clues provided by the customer. Mission Facilitators International, a human performance improvement company, found that Fortune 500 top sales performers possess the ability to identify and respond to their client's specific social styles.

Studies indicate that when salespeople do not adjust their behaviors to the buyer's, they experience an 80% rate of failed sales. As financial advisors, identifying your clients' social styles is imperative to building long-term relationships.

Determining a client's social style can be accomplished through careful listening and astute observation. By focusing on two key dimensions of human behavior – Assertiveness (the way a person attempts to influence others) and Responsiveness (how they express emotions) - versatile agents can identify their client's social style preference - Analytical, Driver, Expressive or Amiable. Each person primarily expresses one of these social styles.

How To Spot and Respond to Each Social Style

Analytical: Look for slower pace, business like person who is time conscious, focused on facts and data, likes to be right and dislikes making decisions.

Respond by: Slow down. Use facts and historical data. Make the buyer right. Give guarantees. He or she may need the weekend to decide.

Driver: They are fast paced people, focused on results; time conscious, likes control and not very good at listening. They dislike idle chatter and actions that don't show a result.

Respond by: Be professional with these people. Plan ahead. They want results, now! Give them options so they can be in control. Reduce chit-chat.

Expressive: They are fast paced socializes who enjoy variety, big picture projects and recognition. They dislike a lot of detail work.

Respond by: Socialize. Give these folks recognition and approval. Use words like "gut", "intuition" "feel" when asking them to review your proposal.

Amiable: They are slow paced people who are excellent at building relationships, listening, sharing their own person life. They dislike taking big risks and stuffy, impersonal conversations.

Respond by: Establish a personal relationship. Give personal guarantees. Occasionally reconnect with the Amiable to uncover hidden issues.

Social style flexibility can be your greatest asset. In 1994, I was giving a sales presentation for a big accounting firm in Seattle. Back then, accounting firms were just beginning to require their accountants to sell. In a world of crunching numbers, giving presentations and closing deals was foreign and frightening to the average accountant.

The people I was meeting with were all Analyticals. I, however, was as an enthusiastic, fast-paced, big-picture Expressive. Soon, eyes glaze over and watches were checked. To put it bluntly, my presentation was bombing, and fast.

I quickly changed my approach and began slowing my pace and talking quieter. I allowed my arms to fall at my sides. I proceeded to relate to the analytical approach of my audience by stating facts such as, "based on our results with XYZ Company our sales training program helped them realize a 20% annual growth rate." I drew ROI figures on a flipchart. I also offered a money-back guarantee if they didn't achieve impressive results.

Since I am not an Analytical, this presentation style initially felt unnatural to me, yet, I got the sale. I attribute my success to understanding my social style, having the ability to identify the social style of others and adjusting accordingly.

Social style flexibility isn't about becoming a chameleon. It's about common sense - being genuine and sincere, and focusing your attention on the client and his or her needs.

Selling is the subtle art of relationship building. There are two ways to break a sales relationship. Both involve social style inflexibility.

Perception of Indifference: Customers don't start conversations with "Hi, I'm David. I want to be treated in the following manner…." They also don't tell you why they're dumping you for your competitor. In fact, 68% of customers dissolve business relationships due to a perception that the advisor is indifferent to the buyer and his or her needs. "She just doesn't seem to really care. I'm just a commission to her" is an example of what such a client might say. Practicing social style flexibility puts the focus on the client and makes him or her feel valued.

Not Correcting a Wrong: Studies show that dissatisfied customers tell 17 people of their poor experience within two weeks. "You cannot believe the kind of poor service I got from the telephone company." Not all problems can be fixed, but an attentive advisor who responds quickly and demonstrates empathy and social style flexibility can often keep a customer from defecting.

Broken relationships can be costly. Consequently, solidifying relationships with current clients can be quite profitable. We've seen that when customer retention is improved by only 5%, there's a 25-100% increase in profits. Social style flexibility can improve or repair sales relationships.

Knowing your social style preference, being able to identify the preference of others, and when appropriate, adjusting your style to align with theirs is the backbone of developing long-term customer relationships. Practicing social style flexibility can make a good relationship builder a great one.

Dean Newlund is the President of Mission Facilitator's International, a leadership development firm. He can be reached at 623-444-2164 or dean@missionfacilitators.com

2009-08-28T07:25:00.003-07:00

"Not the cry, but the flight of the wild duck leads the flock to follow" - Chinese Proverb

In preparation for a two day leadership development facilitation I'm re-reading a great book called "The Extraordinary Leader: Turning Good Managers into Great Leaders", by John Zenger and Joseph Folkman.

From their thorough research here are ways managers can become great leaders:

1. Decide to become a great leader.

2. Develop and display high personal character.

3. Develop new skills. Enroll in developmental experiences.

4. Find a coach

5. Identify your strengths

6. Identify your weaknesses, and then find ways to make them irrelevant.

7. Fix fatal flaws.

8. Increase the scope of your assignment.

9. Connect with good role models.

10. Learn from mistakes and negative experiences.

11. Seek ways to give and receive productive feedback and learn to absorb it in an emotionally healthy way.

12. Learn from work experiences.

13. Study the current reality the organization faces.

14. Learn to think strategically.

15. Communicate with stories.

16. Infuse energy into every situation.

17. Allocate time to develop people.

18. Weld your team together.

19. Build personal dashboards to monitor leadership effectiveness.

20. Plan and execute a change initiative.

21. Become a teacher/trainer.

22. Study the high performers and replicate their behavior with others.

23. Volunteer in your community.

24. Practice articulating your vision for the firm and your group.

25. Prepare your next job. Think ahead regarding the skills you will need.

For more information about the executive coaching, training and organizational development services at Mission Facilitators International visit http://www.missionfacilitators.com/ or call 623-444-2164.

2009-08-17T13:42:00.001-07:00

Getting Past fear to Create Positive Change

In what people are calling a year of change it seems appropriate to re-examine how we succeed and how we fail at change.

Harvard business professor and author John Kotter says business leaders are more successful if they connect change to a positive emotion, and more likely to fail if they associate it only with negative feelings, such as fear related to a down-economy.

Granted, it is hard to feel positive when headlines bombard us with news of record foreclosures, bank failures and Ponzi schemes. Some of us have lost our jobs or know someone who has. Fear is in the air—you can almost smell it. Yet, how effective is fear in changing behavior?

Imagine that nine patients are given identical diagnoses of heart disease. All will die unless they improve their diet, lose weight, cut back on alcohol and reduce their stress. How many will make the necessary changes?

Only one, according to a 2005 study authored Dr. Edward Miller, the dean of the medical school and CEO of the hospital at Johns Hopkins University. "If you look at people after coronary-artery bypass grafting two years later, 90 percent of them have not changed their lifestyle," Miller said. "And that's been studied over and over and over again. Even though they know they have a very bad disease and they know they should change their lifestyle, for whatever reason, they can't." In other words, faced with bad news, even death, most people do not change.

Professor Kotter has a theory about why that is true. Having studied change in organizations for years, he believes people are motivated to change not by fear, but by joy and other positive emotions, and that how we "frame" a change has tremendous influence over behavior.

"Behavior change happens mostly by speaking to people's feelings," he says. "This is true even in organizations that are very focused on analysis and quantitative measurement, even among people who think of themselves as smart in an MBA sense. In highly successful change efforts, people find ways to help others see the problems or solutions in ways that influence emotions, not just thought."

Last December a group of leaders from mid- to large-size Phoenix businesses got together to discuss how to change and be successful in these trying times. The session was part of the Arizona Leadership Forum I facilitated with Doug Griffen of the Advanced Strategy Center. We asked the group: "In a business environment dominated by fear, what should leaders do that will make them and their companies successful?"

Many of their responses supported Professor Kotter's observation that the motivation to change originates with emotions, especially positive ones like courage:

Recognize that "we have met the enemy and he is us"... Look in the mirror and honestly ask ourselves ..."what have I got to do differently?" Personal transformation is a necessary component to a turnaround process.
Take risks, based on deep strategic thinking.
Collaborate. This will help offset costs and build bench strength.
Question everything. Keep what works. Redesign what doesn't.
Develop a compelling vision: optimism--not fear—will drive the turnaround.

Three recommendations seemed to sum up a plan for successful change in 2009:

Re-create and re-invent; don't replicate. Business-as-usual is a recipe for disaster.
Communicate much more than ever before.
Engage and collaborate more deeply within the company and more broadly with other organizations.

Seventy-seven years ago, in his first inaugural address, Franklin D. Roosevelt famously stated, "The only thing we have to fear is fear itself." FDR knew the secret: Fear would not produce the needed change. The nation had to enter a courageous new mode of creativity, vision and commitment.

We're in a similar place today, where standard remedies—like relying exclusively on cost-cutting—will not work. Are we willing to flip the coin, reverse the dynamic?

Now is the time to get serious about reinventing ourselves, raising the big questions we never seem to have time to ask: What is our core mission? Who do we serve? How are we going to serve them in a way that is far superior than we have ever done so in the past? What is this economic downturn teaching us about ourselves as employees and people? What is the phoenix that will spring forth from the ashes?

As painful as this economy is, if we are willing to look hard enough—and smart enough—we can find new ways to survive and even prosper. The real challenge is to look past fear and open our minds to the lessons and insights that will carry us to a positive future.

Dean Newlund is President of Mission Facilitators International, a Phoenix-

based performance improvement firm. www.missionfacilitators.com. He can be reached at dean@missionfacilitators.com or 623.444.2164.

2009-08-17T13:22:00.001-07:00

Too Much, Too Little Wind?

A client recently told me that several years ago scientists at the Biosphere II Center outside of Tucson, Arizona found that trees don't bloom without wind. To solve this problem they installed fans. It seems that a certain amount of stress on the trees in necessary - in this case in the form of wind - in order for it to be healthy. Too much wind would blow the tree over, as in a hurricane. People, I find, are like trees. They need enough stress in order to exceed their comfort levels. Too much stress and people make mistakes and become ineffective.

Jim Loehr and Tony Schwartz in their book, The Power of Full Engagement, speak of this delicate balance between stress and rest. Athletes balance stress better than most. We don't find a Randy Johnson pitch every game nor a Tiger Woods golf every day. For them, stress is balanced by time for repair and renewal. Unfortunately, the business-world hasn't found the benefits of balance. The business world now is like the tree in a hurricane. The stress is overwhelming. On the other hand, without enough stress in our lives we become bored, depressed, limp.

What I'd like to see, in myself, and in others, is more time strategizing, relaxing and vacationing. These activities are key ingredients for maximizing performance. Often during these "down times", great ideas and splendid plans are created and launched. We must look at relaxing, vacationing and resting as business activities. Until we do, hold on tight, for the wind won't stop blowing.

For more information about MFI contact us 623-444-2164 or by visiting us at http://www.missionfacilitators.com/

2009-08-13T19:17:00.002-07:00

How Creativity Makes us Competitive

As tragic as they were, what lessons can the space shuttle Challenger and Columbia disasters teach us that we can apply in business?

According to the Columbia Accident Investigation Board, NASA never fixed the underlying institutional problems that led to the 1986 Challenger tragedy. As a result, many of them played a role in Columbia's doomed flight in February 2003. "In both cases," the investigation concluded, "engineers' intuitions, hunches and concerns were disregarded by top management because of the absence of hard data."

To some, this indictment is a call for more measurement tools. Sam Walton's famous quote backs up this plea when he once said, "People behave in the areas in which they are measured."

Yet, does excessive data-measuring play to our lowest assumptions about people? Have we become so focused on measuring data and results that we no longer listen to the voices of our people, effectively squelching great ideas or even warnings of catastrophic importance? Could 9/11 have been prevented if the right people in the federal administration had heeded warnings that Al Qaeda was conducting a dress rehearsal at US airports?

Measuring data—measuring history—is a vital business activity. But it's hard to imagine a business that doesn't also need to be able to create new concepts or things. That involves using different thinking skills, valuing different sources of information, and remembering that hunches, intuitions, concerns and creative ideas cannot always be backed up by a spreadsheet. Innovation, healthy cultures, and competitiveness often are the result of people speaking up and saying what is not popular or tested. Kennedy's "we will go to the moon speech" is a great example of a bold, creative vision for the nation's future.

Richard Florida, in The Flight of the Creative Class, says our over-reliance on data is dampening creativity, and that a nation that is not creative is not competitive.

"Today, the terms of competition revolve around a nation's ability to mobilize, attract, and retain human creative talent," Florida says. "Every key dimension of international economic leadership, from manufacturing excellence to scientific and technological advancement, will depend on this ability."

Florida is not alone in his assessment. Daniel Pink, in A Whole New Mind, observes a trend toward a more creative mindset. "We are moving from an economy and a society built on the logical, linear, computer-like capabilities of the information age to an economy and a society built on the inventive, empathic, big-picture capability of what's rising in its place, the Conceptual Age."

Data is seductive. Data is factual. Having it makes us feel secure. Intuition, hunches, concerns and creativity, because they represent what is unknown, can be scary and unsettling. But a company who embodies creativity and trust, where management and employees are engaged in a compelling purpose, new products are made, new jobs are created and new global markets are born.

We need to support people who speak up. We need to raise trust levels, heed concerns, consider the unproven and even encourage the outrageous. Because to be competitive we need to be creative.

Measuring data tells us where we are and where we've been. Both are important. But, they don't tell us where were we can go.

Contact MFI at 623-444-2164 or by visiting www.missionfacilitators.com

2009-08-05T07:51:00.007-07:00

Listen to a Rock Lately?

Companies run, grow or die one conversation at a time. Our job is to improve the quality of those conversations. If you follow this logic then being present and listening are the cornerstones of quality conversations.

Listening is hard work because it is a conscious act in losing control. We have to ignore our egos. When we truly listen our agendas and ideas are not the most important. It's the relationship that is the focus. It's like canoeing down a river: We may guide the boat slightly, but the river (the relationship) has its own direction and flow.

While on a two week trip through the national parks of California I was struck by how hard it is to listen, even to nature. Nature doesn't disapprove of me or my ideas. She isn't boasting her accomplishments, breathing stale coffee breath or texting while I'm in her presence. Nature just is; accepting, calm, mighty, present.

So why is it that while I sit in front of Half Dome in Yosemite do I have a hard time listening to this magnificent demonstration of nature? The problem clearly is in me and not this great natural work of art. The key seems to be intention. If I want to listen to Half Dome or a talkative CEO, then my intention centers outside of my ego and into the relationship. During this trip I began listening to nature and all her quiet-power. Maybe when I return I will be a better listener of people.

Listening makes each conversation possible. Without it, we're missing opportunities to build relationships.

For more about information about MFI call 623-444-2164 or by visiting www.missionfacilitators.com