Introducing Something New At Work? Think About This.

It's your idea.

You've thought about it--most likely for a long time. You've weighed the risks and benefits. You've visualized what things would look like if your new idea/project/improvement is implemented. You've even thought about at least some of the details. But most of all. . .

You are convinced of it's worth and you feel good about it. "Hey, I'm pumped up! Why aren't other people feeling the love?"

Look, when you introduce your new thing, you are at the end of your process. Everyone else is at the beginning. They can't get to where you are without you laying out your full process--including your own apprehensions.

Isn't that what you need in order to commit to someone else's idea?

Six Steps That Will Help With Acceptance:

1. Tell people what you want to accomplish.
2. Tell them what led you to believe it's important to them and to you.
3. Tell them your own struggles along the way.
4. Tell them how long you've been thinking about it.
5. Tell them you are committed to it.
6. Tell them your plan for helping them be able to do "it."

Then give people a reasonable amount of time to think about it, question it, be uncomfortable with the newness of it, begin to accept it, and then be involved with how it will be  implemented.

How long will it take?

Depending upon the magnitude of the idea or project, the time line for building critical mass of acceptance and action will vary. Your relational behavior--physical presence, clarity, direction, ability to listen, and encouragement--will help determine  your success.

Remember: It's your idea.

Do what it takes to help make it theirs. Well, that sounds manipulative. I hate manipulative.  Let's look at it this way: It's your idea. But ownership by others comes through being allowed to use one's own ideas for the implementation. After all, the people involved know best how their operations work.  So let other people develop and mold the "how to." Then provide a reasonable amount of time along with your support.

The outcome: you stand a great chance of other people making your idea even better in the process. Everybody gets a chance at creating something new.

Big win for all concerned.

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Age of Conversation 2 Launches Today

You Can Buy It Now

Well, the time has finally come - Age of Conversation 2 is officially launched today.

Along with 274 marketing thought leaders, I'm participating in the book sequel that is a treasure of content for anyone in looking for insight into the business communication processes and thinking of the future.

Copies are available for purchase at Lulu.com. The goal is to raise over $15K for Variety-The Children's Charity, so pick up a copy as soon as you can.

Congratulations to all the authors who participated. Here is the entire list and where you can find them.

Adrian Ho, Aki Spicer, Alex Henault, Amy Jussel, Andrew Odom, Andy Nulman, Andy Sernovitz, Andy Whitlock, Angela Maiers, Ann Handley, Anna Farmery, Armando Alves, Arun Rajagopal, Asi Sharabi, Becky Carroll, Becky McCray, Bernie Scheffler, Bill Gammell, Bob LeDrew, Brad Shorr, Brandon Murphy, Branislav Peric, Brent Dixon, Brett Macfarlane, Brian Reich, C.C. Chapman, Cam Beck, Casper Willer, Cathleen Rittereiser, Cathryn Hrudicka, Cedric Giorgi, Charles Sipe, Chris Kieff, Chris Cree, Chris Wilson, Christina Kerley (CK), C.B. Whittemore, Chris Brown, Connie Bensen, Connie Reece, Corentin Monot, Craig Wilson, Daniel Honigman, Dan Schawbel, Dan Sitter, Daria Radota Rasmussen, Darren Herman, Dave Davison, David Armano, David Berkowitz, David Koopmans, David Meerman Scott, David Petherick, David Reich, David Weinfeld, David Zinger, Deanna Gernert, Deborah Brown, Dennis Price, Derrick Kwa, Dino Demopoulos, Doug Haslam, Doug Meacham, Doug Mitchell, Douglas Hanna, Douglas Karr, Drew McLellan, Duane Brown, Dustin Jacobsen, Dylan Viner, Ed Brenegar, Ed Cotton, Efrain Mendicuti, Ellen Weber, Eric Peterson, Eric Nehrlich, Ernie Mosteller, Faris Yakob, Fernanda Romano, Francis Anderson, Gareth Kay, Gary Cohen, Gaurav Mishra, Gavin Heaton, Geert Desager, George Jenkins, G.L. Hoffman, Gianandrea Facchini, Gordon Whitehead, Greg Verdino, Gretel Going & Kathryn Fleming, Hillel Cooperman, Hugh Weber, J. Erik Potter, James Gordon-Macintosh, Jamey Shiels, Jasmin Tragas, Jason Oke, Jay Ehret, Jeanne Dininni, Jeff De Cagna, Jeff Gwynne & Todd Cabral, Jeff Noble, Jeff Wallace, Jennifer Warwick, Jenny Meade, Jeremy Fuksa, Jeremy Heilpern, Jeroen Verkroost, Jessica Hagy, Joanna Young, Joe Pulizzi, John Herrington, John Moore, John Rosen, John Todor, Jon Burg, Jon Swanson, Jonathan Trenn, Jordan Behan, Julie Fleischer, Justin Foster, Karl Turley, Kate Trgovac, Katie Chatfield, Katie Konrath, Kenny Lauer, Keri Willenborg, Kevin Jessop, Kristin Gorski, Lewis Green, Lois Kelly, Lori Magno, Louise Manning, Luc Debaisieux, Mario Vellandi, Mark Blair, Mark Earls, Mark Goren, Mark Hancock, Mark Lewis, Mark McGuinness, Matt Dickman, Matt J. McDonald, Matt Moore, Michael Karnjanaprakorn, Michelle Lamar, Mike Arauz, Mike McAllen, Mike Sansone, Mitch Joel, Neil Perkin, Nettie Hartsock, Nick Rice, Oleksandr Skorokhod, Ozgur Alaz, Paul Chaney, Paul Hebert, Paul Isakson, Paul McEnany, Paul Tedesco, Paul Williams, Pet Campbell, Pete Deutschman, Peter Corbett, Phil Gerbyshak, Phil Lewis, Phil Soden, Piet Wulleman, Rachel Steiner, Sreeraj Menon, Reginald Adkins, Richard Huntington, Rishi Desai, Robert Hruzek, Roberta Rosenberg, Robyn McMaster, Roger von Oech, Rohit Bhargava, Ron Shevlin, Ryan Barrett, Ryan Karpeles, Ryan Rasmussen, Sam Huleatt, Sandy Renshaw, Scott Goodson, Scott Monty, Scott Townsend, Scott White, Sean Howard, Sean Scott, Seni Thomas, Seth Gaffney, Shama Hyder, Sheila Scarborough, Sheryl Steadman, Simon Payn, Sonia Simone, Spike Jones, Stanley Johnson, Stephen Collins, Stephen Landau, Stephen Smith, Steve Bannister, Steve Hardy, Steve Portigal, Steve Roesler, Steven Verbruggen, Steve Woodruff, Sue Edworthy, Susan Bird, Susan Gunelius, Susan Heywood, Tammy Lenski, Terrell Meek, Thomas Clifford, Thomas Knoll, Tim Brunelle, Tim Connor, Tim Jackson, Tim Mannveille, Tim Tyler, Timothy Johnson, Tinu Abayomi-Paul, Toby Bloomberg, Todd Andrlik, Troy Rutter, Troy Worman, Uwe Hook, Valeria Maltoni, Vandana Ahuja, Vanessa DiMauro, Veronique Rabuteau, Wayne Buckhanan, William Azaroff, Yves Van Landeghem

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HR Value: What Did You Sign Up For?

I've finally figured it out: There is no such thing as HR.

There are only definitions of it created by buyers and providers (employers and employees) of HR services. Those definitions are seldom the same.

It came to me as a result of Why This Is An Important Moment For HR and some good comments that followed.

1. Here's what Chris Ferdinandi (read his blog--very creative <i>and</i> practical dude) tossed in:

"HR's true value to an organization comes from being able to analyze what behaviors are needed from employees to achieve and exceed the business strategies. For example, if your company prides itself on service, what sorts of behaviors do you need from employees to fulfill that strategy? Calm demeanor in stressful situations? A willingness to make sure the customer is always satisfied? How do you motivate employees to demonstrate those behaviors? What are your incentive programs? Do you offer any training? And how do you demonstrate that those things translate to a higher bottom line (it CAN be done)?"

Is That How HR Is Really Viewed?

I'm betting there is a huge number of business owners and executives who are saying,

"Nice, but:

• I want somebody to handle payroll and benefits.

• I want people to help my managers stay out of trouble with employees.

• I want a bunch of people who can deal with union reps at our plants."

You're thinking, "These must be stone-age relics who will soon be retiring."

Nope. They're people with a need. It may very well not match your notion of "HR". But they've got the need and the money to spend on it.

Be honest. HR is an evolutionary concept under which a bunch of specialties have been lumped. You've got your benefits folks, OD mavens, union specialists, compensation number crunchers, employee communication geniuses, recruiters, training & development leaders, designers, instructors...

This leads to an identity crisis for everyone concerned. Many, many organizations still aren't hip to the array of distinct services that have been lumped into the "HR" category. They hire a super-charged training person when what they really wanted was an admin clerk; but the letters of reference and resume said, 'HR." Likewise, those entering HR aren't always clear about why they are getting into it or the different disciplines involved.

It's Always About Clarity and Met/Unmet Expectations

If you are in "HR" and really want to be doing large-scale change or leadership development, do everything possible to ensure that that's what you are getting into. Ask the right questions. You may find out that the actual job is 60% admin and 40% "soft stuff."

If you are an employer, be clear about what you want and what you are going to reward. If you want an HR administrator to handle systems and paperwork, say so. Don't lay out the possibility of some future, grandiose position in order to land a top-level candidate. It won't work.

Note: The visual above represents intentionality by Proctor & Gamble at clarity regarding how they view HR and the opportunities available.

For many, however:

There's no such thing as "HR."  Know what you want, be straight about it, and don't sign for one thing expecting that you'll be able to change it to something else. It doesn't work in marriage and it doesn't work in business.

Afterthought: Maybe there is no real value in having professional "HR" organizations and associations. I wonder if it blurs the reality of the specialties that have emerged and doesn't serve anyone very effectively.

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Why This Is An Important Moment For HR

Congratulations.

For those who have spent years lamenting the absence of "a seat at the table," you no longer have to wait.

The table has come to you.

It may not be surrounded by the trappings of elegance for which you had hoped, but it's here.

Unenviable But Unbelievably Visible

I'm not an HR person; many of my clients are. I'm watching as more of the responsibilities with which they had hoped to be entrusted during the good times are now being thrust upon them wholesale during the tough times.

This is an opportunity, and here are five activities that I believe make it so:

1. HR people at all levels (at least the ones that I work with) are being included--out of necessity--in decisions impacting the financial well-being of businesses. Their presence and participation will be noted and remembered by the executives in attendance. At the same time, HR folks are increasing their business acumen and value as a result.

2. Participation in difficult staffing decisions.

I've never met anyone who actually enjoys reducing headcount. The ability to evenhandedly participate in those decisions--consistent with business strategy vs. personal baggage--reveals much about character, discernment, and the ability to focus on long-term issues of importance. My observation: Everyone knows that losing a job isn't just "losing a job." We're talking families, education, home ownership. . .

This is the single area (in my experience) that reflects one's depth of intellectual and emotional maturity. And those involved in your process will remember the considerations you voiced during the process.

3. Guess who is being asked to explain many of those decisions?

There was a time when explanations of tough things were the purview of managers. Then again, so was hiring and firing. The ease, confidence, and clarity conveyed during small and large group meetings will go a long way toward understanding (you can't guarantee acceptance) the corporate position. The results of these meetings translate into perceptions of leadership and communication expertise. (Check those executive competencies on whatever your favorite assessment tool happens to be).

4. Mediator of conflict.

For those of you who wanted to get into HR because you are a "people person," welcome to the world of totally ticked-off people. The ability to fairly negotiate the inevitable disputes that come from excess tension is no small task. But it's hugely valued.

5. Counselor to the fearful.

If your reputation is one of trust, the line has already formed outside your door. Quite frankly, this can be the most emotionally draining part of the job at any time. It may also be the most un-acknowledged by upper management. But for the people seeking to make sense out of confusion, you are likely to be the single source of truthful information, a non-judgmental ear, and the willingness to use both. So use them well.

My bet: There are many more scenarios with which I'm not familiar.  Expand the list and weigh in with a comment.

And use that visibility well.

 

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"Communication" Doesn't Communicate

How many workplace issues are introduced to you as, "We've got a communication problem?"

"Communication" Is The Presenting Problem

Communication is a catch-all phrase. It's  generic, socially acceptable, and really just sends the signal that someone wants to start a conversation. But it probably won't end up being about communication.

Psychologists and counselors refer to these kinds of introductory pronouncements as "presenting" problems." They're  a call for help when someone doesn't know what to do or may not even be aware of the real issue.

Unless you know the genuine issue, you can spend a lot of time creating an elegant solution for the wrong problem.

In organizations, communication is the #1  presenting problem. Check it out. Every survey I've seen in large corporations highlights "communication" as a major snafu.

How To Be a Top-Notch Diagnostician

The next time someone lays a communication issue on you, follow through with:

"That sounds interesting. Help me out. Describe specifically what you see happening and why it's a problem."

You may discover that the Marketing group refused to follow guidelines from Research and ended up slightly misrepresenting a product. There are at least two issues here: performance and ethics. Neither has to do with communication.

You don't yet know the cause. But you do know the real situation and where to focus your energy.

How many presenting problems can you uncover today?

If you've got a favorite "presenting problem" story, toss it into the mix with a comment below. You may help someone else see how to probe and work on the right thing at the right time.

If communication is important to you, you might also enjoy: Use The Right Words At Work.

Added bonus: For more on this, you can dowload what Michelle Malay Carter has written on the topic.

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More Annoying Language in the Workplace

It all started with my mini-rant When Words Lose Their Impact. Business lingo mavens responded to help create Words That Can Drive Your Listeners Nuts.  Which led to even more venting about annoying use of language in meeting rooms around the world.

The -ize Have It

If you want to learn what's going on in the real world, make it a point to check in with Mark Harrison in London. Mark is a master negotiator, so language holds real meaning for him. Here's how to bug Mark:

1: utilise (utilize in the USA?)

It means "use" dammit, which is clearer, easier to say, easier to understand, and represents a 62% saving in the number of letters needed.

2: viral (to talk about FUTURE marketing)

Nope. It's something that basically means "we don't know what we're doing, and we hope that the cool kids will copy us." Seriously, have you ever seen a PLANNED viral marketing campaign that actually got people BUYING the product (as opposed to got marketeers talking about the campaign?) Phil Collins dressed as a Gorilla may have hit YouTube, but I _THINK_ it was an advert for a chocolate brand, but I really don't know.


3: Disinterested (to mean uninterested)

The words are different. Disinterested means that you are impartial. Uninterested means that you're bored. I DON'T want an uninterested judge, thank you, neither in court, nor on the review panel for my funding proposal... but I really hope that they don't have a vested interest in my competitor getting the gig.

Kent Blumberg, long-time executive and coach adds:

Jumping off from Mark's starting point, I have trouble with many of the words ending in "ize." "Strategize," for example. Much better to talk about formulating strategy. Often it seems to me we use "ize" to cover lazy thinking. And as Mark notes, "ize" often confuses the message.

More Pithy Pet Peeves

From Dean Fuhrman:

"The phrase and variations thereof ... 'I'm sorry to bother you and I know you are busy, but could you do such and such?' Why the preface when it basically a command to do such and such anyway. Just ask.'

And Dean adds this one from social media star Chris Brogan

When anyone uses "but" in a sentence, throw away everything to the left of the "but." 'I know you're busy, but..."

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My current least favorite is "ping"...as in "I'll ping John and see what he says". I refuse to use it.

Our thanks to Kim for that one.

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Utilize is my #1 peeve, so I'm glad it has been discussed. A phrase that makes me cringe is "as per" as in "As per your email, lets meet this afternoon."

I also dislike when someone with a large vocabulary uses words that they know are not commonly known or used. It is ineffective to use language that you know your audience won't understand.

My note: Contributor Kris Robinson has huge cred with me; she once played catch with baseball great Willie McCovey. What other credentials does one need?:-)

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Frequent participant JetJaguar adds: "Everything is "amazing" these days. It will never change, but nor will it cease annoying me that people have to blindly follow such trends."

Beware of overstatement and hype. You aren't fooling anyone nor are you gaining any points.
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Brain Expert Dr. Ellen Weber particularly dislikes meta-messages that mean the opposite of what one says:

"Sorry, but..." when one is not sorry at all. "That's OK..." when it's not. "It's only because I care that I tell you ..." when you don't really care or would not tell it. "No hurt feelings, but ..." when you feel like a Mack truck just rammed into your brain. "I don't mean to be negative but ..."

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Stephanie West Allen got so torqued up, she blogged about  the use of the word "around" instead of "related to" or "associated with."

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Finally: The UK's Jo at Flowing Motion wins the 1974 Morris Albert Vinyl LP Feelings with this one:

"I feel . . " when what is needed is information, thought, a structured approach. What "we" feel is often not relevant , , as when a lawyer is making an argument in the Supreme Court, or a Professor speaking to the his or her assessment of a student dissertation.

What does all of this mean?

It means that people are looking for straight talk using straight language. Give it to them. It will increase understanding and credibility. Isn't that what words are for?

Thanks to all for keeping this going.

Person Dean Fuhrman

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Worldblu 2008: Is Organizational Democracy Possible?

According to twenty-nine different speakers at Worldblu Live! 2008, the answer is "Yes."

Worldblu CEO Traci Fenton put together a collection of CEOs, thought leaders and speakers who offered first-hand accounts of what's happening--for real--in businesses that are being run democratically and profitably.

Here at All Things Workplace--and other online publications--the daily discussions about leadership, careers, and organizations are really about how workplaces operate. I've been genuinely fortunate to have worked in the activities of some of the world's largest corporations. That's what led me to attend the conference. After nearly 30 years of organizational design and leadership development, it can still be a heck of a battle when it comes to freeing up the energy and potential that exists in those organizations. The issue is this:

Control.

In an era with no shortage of behavioral research and employee survey data the operative model for most companies is still some version of command-and-control. This reflects a hierarchical military model designed for missions totally different from that of business entities. Here we are in 2008 applying Theory X assumptions in futile attempts to "engage" workers who state explicitly that they are Theory Y human beings.

If you are one of those who still feels uneasy about the words "democracy" and "business" in the same phrase, it's no walk in the park. Personal responsibility is the cornerstone of successful national democracies everywhere we find them in the world. The same is true of organizational democracies.

Have a look at Democracy In The Workplace to see the foundational assumptions and principles involved.

Personally, it was energizing and affirming to spend two days in discussions with exciting people like Mark Dowds, Mike Ferretti of Great Harvest Bread Company, creativity and personal mastery expert Dr. Srikumar Rao of Columbia University, and good friends Alex Kjerulf, The Chief Happiness Officer and employee engagement expert/author Michael Lee Stallard.

Each segment of the conference was professionally videotaped and will, according to Traci, be made available. I'll keep you posted; each segment is an opportunity for a lot of learning.
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Congratulations to Erik Rebstock!

Erik is the winner of Kevin Eikenberry's Remarkable Leadership Learning System . Erik's name was randomly selected from our email subscribers as part of last week's interview with Kevin.

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Finally: Talent War Re-Visited

Last Wednesday I mentioned I'd be back shortly with a follow-up on talent war confusion followed by reports from WorldBlu Live! "Shortly" extended way beyond the most liberal meaning of the word due to a mixture of no wireless at the conference site and unexpected business that emerged.

The  "Talent War" Thing

Check out the in-depth comments from managers and other consultant/coaches.You'll see varied and thoughtful responses, each reflecting insights from different vantage points. If you are at all interested in the whole "talent" thing you won't be disappointed.

My original issue was about the mixed message we are all hearing:

Business: We're in a "War for Talent."

Employees: My company isn't using my talent.

It's easy to point fingers at powerful, uncaring corporate entities. But I don't think that's the real answer,  as attractive as it may seem to many. Here is what I've watched unfold in recent years:

1. Companies--especially publicly-held companies--are under pressure to produce short-term numbers. That's simply a fact.

2. Part of those numbers are generated by keeping costs down.

3. Statistics from ASTD and other sources show that large corporations are spending less money on professional development than they did, say, 10 years ago. There are fewer opportunities for workers at all levels to:

     a. Participate in the kinds of developmental workshops that help them focus on self-development within the organization. Part of those programs were dedicated to identifying strengths, areas of further development, and ways to initiate developmental discussions with bosses and others in the company.

     b. Be exposed to others who could see their talent and do something about it. Most of the leadership and management programs with which I've been involved have had a heavy participative component that included senior managers and executives. Their interactions with participants offered a first-hand look at people outside of their own functions. Informal  sessions provided a give-and-take about where the company was headed and what the future might look like. Workshop participants had the opportunity to talk about their interests and aspirations with those who could help the most.

4. One's talents need the light of day to find expression. That means being given the chance to "try things out" in different areas of an organization. Right now, there appears to be an emphasis on lowering risk while increasing current workload. This does at least two things:

     a. It discourages employees from "trying out" new ideas and demonstrations of talents not present in the immediate job description. This breeds a focus on "more of the same," but under stress. Therefore, one's talents may actually be subverted as a result of demands that are near-impossible to meet.

     b. It drives people to seek expression of their talents elsewhere. At a moment when organizations want to do more with less, the very people who may be capable of doing more don't see their current employer as a vehicle for their growth.

5. Many people haven't deliberately identified and acknowledged the range of talents that they possess. This isn't the fault of their employer; it's also a self-responsibility issue. In some cases, people over-estimate their inherent abilities. In others, they grossly underestimate themselves. What is most helpful to all concerned is a deliberate and accurate assessment regardless of age, industry, or level.

Are You "Talent" or "Talented?"

I don't really like the label "talent." I understand the goal and am involved in designing ways for companies and individuals to come together productively. But language is a powerful thing. We're talking about "talented people" not "talent" or "human capital." To the extent that language becomes impersonal, our ability to objectify people increases.

Here's another thought:

If the War for Talent turned into a Search for Talented People, the subjects might feel a bit safer and come out of hiding. And those doing the searching would have a more accurate picture of whom they were seeking (rather than "what").

This isn't a warm and fuzzy conceptual plea for a group hug. It's a hard-nosed look at a fact of life: You'll get what you ask for. If you want a "who," don't ask for a "what."

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Talent Wars and Disgruntled Employees: I'm Confused

Before I start: Join Kevin Eikenberry and me at 2 p.m. ET today (it's free) by simply registering here. It's a chance not just to hear us talk about your potential and your workplace, but to ask questions as well. Hope to see you there!
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Now: Why I'm confused.

You've no doubt followed the ongoing headlines regarding the corporate "War for Talent" in recent years. Companies claim that there is a shortage of available talent.

At the same time I'm seeing posts and comments from people claiming that their "talents" aren't being used and that their workplace/boss/situation is oppressive.

My question: If you are talented and disgruntled and have made an attempt to rectify the situation without success, then what payoff are you getting by staying where you are?

I work in corporations every day and am constantly surrounded by talented people. For the life of me I can't find the shortage.

In the same places I hear those talented people complaining about unreasonable work loads and unreasonable bosses.

What I don't see is either side taking meaningful action to make anything different.

Are we living in an era of unhealthy corporate/career co-dependency? If so, why?

I have a hunch regarding at least part of the answer. I'll put it together tonight before heading off to the WorldBlu Conference. I'll be writing from there throughout the day on Thursday and Friday.

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What Do You Expect From Your Boss?

"Nearly half of all workers not only don't respect their bosses but think they're downright incompetent."

That's a stark statement from a City News article citing a recent survey of 2300 employees by Randstad USA.

It goes on to say:

"As companies focus more on the bottom line - and less on employees - many workers are feeling ignored or worse, fearing that the decisions being made at the top could threaten their livelihoods.

Only 43 per cent found their bosses were open to new ideas and despite the economic meltdown of the past few weeks when many are forced to do more for less, just 47 per cent said they'd work overtime to impress their manager and create more job security for themselves."

I was recently asked by the head of a global company why the employees were disgruntled and, in some cases, jumping ship. "After all," he said, "Look at our stock price. It's higher than ever!"

My response:

"They're working seven days a week to make that happen. Six of you stand to make an almost 7-figure bonus as a result. The rest get to simply keep their now seven-day-a-week jobs and send text messages to their spouses and kids instead of being at home with them."

I believe I'm fortunate to have client organizations filled with darned good people. They want to contribute, excel, and work hard. That's why they are also able to find work elsewhere if things become untenable. They don't really want to leave because they feel a sense of loyalty to the company and their colleagues. But they also don't want to be treated as slightly less important than the re-sale value of the photocopy machine.

What would the results be if Ranstad surveyed your company?

Powerful Note: Because I've been in business for a long time I've been receiving inquiries from individuals (at all levels) within client groups to help them go "out on their own." I refuse to have the discussion as long as they are employed. It's not ethical. It does, however, reflect the state of dissatisfaction. People are willing to risk telling me just how fed up they are knowing that I could share that info with their bosses (I wouldn't; consultants operate on trust and reputation). There is simply an enormous gap in many organizational work/risk/reward systems that is impacting the very productivity that companies are seeking.

 

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Join Kevin Eikenberry & Me On Wednesday!

On The Air With Kevin Eikenberry and Remarkable Leadership

If you want to learn more about becoming more productive, more satisfied, and more effective, I hope you'll connect with Kevin Eikenberry and me on Wednesday, October 15 at 2 p.m. Eastern Time.

You can register here free!

We're going to be covering a lot of ground in an hour: leading, shared responsibility, tapping into your real talents, and making your team even better.

Bonus: I'll be giving away--free of charge--one membership to Kevin's Remarkable Leadership Learning System to an All Things Workplace email subscriber. If you want a chance to win something of genuine professional value--  Remarkable Leadership Learning System--fill in the email box in the upper-right sidebar in the yellow box above "Get email updates."  You will be eligible if you register as an email subscriber by midnight on Friday, October 17. The winner will be announced on Monday, October 20th.

See you at 2pm ET on Wednesday, October 15!

Note: If you are totally unable to join us, we'll have the program available afterward for a nominal fee.

 

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Words That Can Drive Your Listeners Nuts

Don't Say Any of These to Them

It didn't take long for concerned business citizens to register their displeasure at commonly-used language that makes them crazy:

• If I'm honest.... (?? aren't you always?)
• If you would ask me... (you know I'm going to tell you either the bl**dy obvious anyway, be very negative or think I know it all)  Karin at Keeping It Simple

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• most anything with "quantum"...
• and the misuse/bastardization of "sustainable"...  Dr. Peter Vajda at Spiritheart

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• "In terms of"
• "Quality"
• "Granular"  Joe Raasch, The Happy Burro

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• the use of words like "awesome" used to describe something quite normal. And horrific - come on, most of us thankfully will never experience "horrific" in our lives Jackie Cameron: Awareness, Choice, Change

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• I notice the political candidates saying "Listen..." as the intro to whatever they are going to say. Seems a bit odd to me b/c wasn't I already listening? Also I believe that whenever I ask a question and get an answer "that's a good question" it means that the person does not know the answer and is stalling for time. Meg Bear at Talented Apps

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• My personal pet peeve is "leverage". As in, "Is there any pre-existing research we can leverage?". If you mean "use", just say it. From Emily.

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• Off the top of my head, I hate "task" as a verb: "I've been tasked with figuring out the rentable square footage...." "Paradigm" also makes me ill.  Tossed in by our favorite architect, Mile High Pixie.

By all means, keep adding to the list. Tell us why your crazy-making word or phrase makes you crazy. If I get enough real-life examples I'll create a downloadable eBook with, of course, attribution. Wouldn't you like the world to know what not to say to you?!

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Do Your Presentations Tell A Story?

When Words Lose Their Impact prompted a barrage of "favorites" from readers. I'm going to publish them in the next post.

Since the real issue is connecting effectively, the Mile High Pixie out in Denver added:

"This isn't words, per se, but I'm weary of presenters just reading their slides. I'm an adult with a Master's degree, bub; I can read fine. You need to tell me things that aren't on the slide, or take more off the slide so you can tell it to me yourself. Your words mean nothing if they're really just your notes that we're reading at the same time."

She's right. If you're going to read your visuals, then why not simply hand them out and leave the room?  All you are doing is competing with yourself if you read the same thing that is on the screen.  (Check out Jackie Cameron's article).

Too many, if not most, presentation visuals look like this:

• 1. Bullet points with noun-verb-object. In other words, the slide makes the point before you do. People can read faster than you can speak.

• 2. There are plenty of situations where "the numbers" need to be up there. It would be nice if they were large enough for people to see them.

• 3. Are the numbers all of equal importance? What do you want us to focus on?

• 4. Thank you for killing us with what may be the most over-used Powerpoint template of all time.

• 5. I'll offer that (design aside) the last slide contains the right questions on which to focus if this were a decision-making meeting. Tip: If that was the purpose of the meeting, I'd use those slides up front as well to set the context for how the content should be processed.

 

Gross Receipts Tax Power Point

View SlideShare presentation or Upload your own. (tags: gross receipts)

Here Is a Model You Can Model

I'm guessing that about 70% of the meetings that used to require me to make a trip to the airport are now done via teleconference or some online collaboration tool. This also means that more people are sending their "presentations" in advance so that a discussion can take place. The problem? Most of them look like the one above.

Here is a primo example of what you can do with the right visuals and a mindset that tells a story:

You Can

View SlideShare presentation or Upload your own. (tags: humanity justice)

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When Good Apples Turn Sour

I'm posting "live" from the Apple Store.

My trusty original white MacBook waved good-bye in the middle of writing today's post at 6 am. The Apple Genius assured me that I got my money's worth since it ran around the clock for 2 1/2 years on multiple continents with brief sleeps and restarts for Homeland Security.

The problem? It needs a new logic board. After asking a few questions, it turns out I can get a new logic board, with warranty, for $280. The hitch: 7-day turnaround.

The solution: A new MacBook Air and a new logic board for the MacBook. I'll use the original with my 24" monitor on the office desk and the Air for the much-needed mobility.

For those of you thinking, "Steve, it sounds like a semi-lame excuse to score a new MacAir," I say:

You may be right:-)

Back later carrying a lighter load.

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Too Busy Doing Business to Do Business?

I recently met with a corporate Executive VP in New York City. I'll call him Kyle. Kyle said his division was struggling. But instead of leading the charge to turn things around, he was being called into meetings regularly to make lengthy, detailed, Power Point presentations explaining what was wrong. He was too busy doing business to be doing the business. Interestingly, one of his recommendations was for the company to get out of some of its operations because they were draining money and other resources. He explained that his people were spending too much time on things that no longer yielded the kind of margins the company desired.

Does any of this sound remotely familiar to you?

I realized while he was talking to me that I had gotten up at 5 a.m. to deal with emails from a European client; spent time on the cell phone in transit with a non-profit, pro bono client who needed to talk; and allowed myself to be sidetracked by hallway conversations with managers from the client group who I hadn't seen in a while. A similar schedule unraveled today.

What is there to learn?

1. If you do business globally in the electronic age, the expectation is that you are available on "their" time...or you should be. So choose carefully--you can't afford to be awake 24 hours a day.

2. Time management isn't really just about time. It's about clear priorities. Which means...

3. It's important to say "no." In fact, I think "no" is the solution to a lot of this craziness.

4. If you are in Kyle's position, at some point you need to tell those above you that the very act of "over-reporting" is exacerbating the problem. Do it respectfully. Share the impact and consequences on your business and let them take responsibility for whether or not it makes sense to continue all of those external demands on your time.

Note: You may not get any relief. Instead, you may hear, "Everything is equally important."

Everything isn't equally important. That's a fact.

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When Words Lose Their Impact

 Phrases That Become Invisible

• Excellence

• The bottom line is...

• At the end of the day. . . (the new " the bottom line is...")

• To tell you the truth...(were you lying the last time?)

• Going forward. (An extraneous phrase tacked on to the end of a sentence that already indicated future movement. Such as, "We will increase our market penetration in Estonia by 20% going forward). Are you going to increase it by going backward?

These words and phrases add nothing to, and subtract a lot from, the impact of a conversation or presentation. Pay attention to your own language. See what kind of invisible phrases you can make completely invisible by putting them in the great verbal trashcan of life.

To tell you the truth, at the end of the day you'll be commended for your excellence going forward.

Keep Those Cards and Letters Coming In

Click on comments and weigh in with your favorite invisible words/non-words/irritating buzzwords. I'll put together a post as the collection grows.

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You Get What You Pay Attention To

There's an incongruity between  time and money devoted to leadership development and the number of articles about bad bosses.  Maybe its' time to re-visit the definition of "bad."

Here's why:

People do that for which they are rewarded. Period.

I've seen very few organizations care about bad bosses who "make the numbers." In fact, the very people described by employees as "bad bosses" may be the very bosses who keep the shareholders happy.

We all pay attention to what our bosses pay attention to. When people get rewarded solely for behavior that produces profit, then that behavior becomes acceptable--even if it's bad. You can send those folks to ten different leadership development programs that model respectful practices. But you're still going to get the behavior that is actually rewarded.

What's getting rewarded in your organization?

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If you want to see something different in leadership. . .

My friend Alex Kjerulf, The Chief Happiness Officer, is speaking at the World Blu Live 2008 conference on democratic leadership in New York City, October 16-17. If the organizers shoot a media pass this way I'll blog it in between client meetings:-)

Don't forget the Top Small Workplaces 2008 Conference coming up in Chicago.

And in honor of the upcoming National Bosses Day, Dan McCarthy has published the 4th edition of The Carnival of Leadership with lots of good reading.

Person Dan McCarthy

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Please Look: Why Your Vocabulary Lessons Really Were Important

This just forwarded to me by a member of the related organization and a recipient of the email. This is real; I didn't have the heart to publish the full ID.

Subject: Meeting Cancelled for today October 2nd
Importance: High

Today's meeting has been cancelled, sorry for any incontinence. We will let you know when the next meeting will be.

Thank You
Vickie

Vickie, I too would feel sorry for any of that. I am wondering, however, where you were seated when you sent the email.

Let's hope things clear up for the November meeting. You can always kick it off with a group Huggie.

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Are You Measuring The Right Stuff?

I received a phone call from a manager complaining that his new boss is asking for 30 reports to be generated each month. The stated purpose for all of this data is to better manage performance by making factually based decisions. Well, that sounds like a worthwhile goal. In a world that is fighting fluff, facts are good.

But it's not working.

Why not?

a. The business unit has enough time to generate the reports but not to run the business.

b. As a result, business performance is not getting better. (But now they can tell exactly how much worse they're doing).

c. The people are committed to good performance. But now performance is being equated with "reports  generated" vs. "income earned."

You can see where this is headed.

Are you measuring the right things? That's a question for all of us, even when managing our households or our careers.

If you want to get a better grip on this, here are the first five chapter titles from The Knowing-Doing Gap to give you some incentive to check out the book and focus your doing in the right places:

1. Knowing "What" To Do Is Not Enough
2. When Talk Substitutes for Action
3. When Memory Is A Substitute for Thinking
4. When Fear Prevents Acting on Knowledge
5. When Measurement Obstructs Good Judgment

In an email exchange with co-author Bob Sutton, we both noted the following observation: If you are talking a lot about execution, you probably aren't executing.

Starting today: Do the right things. Measure the right stuff.

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BTW: If you aren't up for the entire book, you can download: 

Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap and

Turning Knowledge into Action: Reducing the Knowing-Doing Gap

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Ultimately It Won't Be About The Money. It Will Be About You.

Right now everyone is watching, listening, and talking about the financial situation.

Whatever legislation is passed will not prove to be the most important outcome. It will be how you choose to manage yourself through this and how you choose to view and live life as a result.

The financial chaos is a test of willingness to learn, willingness to change, and willingness to exercise the kind of discernment that leads to wisdom. It is designed to profoundly shape your character, so it's no time to use a cheat-sheet (that's what got us here).

From a leadership perspective, the self-leadership you demonstrate now will help define your organizational leadership capability in the future.

Remember: You can't control the totality of your circumstances. You can control how you respond. Those responses will tell you--and those around you--who you really are.

And no one will be paying a bit of attention to the balance in your 401k.

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