BP – HERE’S HOW YOU SALVAGE YOUR REPUTATION

A business team discussing how to salvage their company's reputation

Attention BP (NYSE: BP) Board of Directors:

There is, at this point, only one way I believe you might save your company’s reputation and, ultimately, its survival. Make a pledge to liquidate whatever company assets are necessary to correct all harm caused by the Gulf spill disaster. Accompanied by a very humble apology and commitment of both the aforementioned monies — and personnel — necessary to mitigate all harm as quickly as possible.

Do you have the courage to do that?

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For more resources, see the Free Management Library topic: Crisis Management
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[Jonathan Bernstein is president of Bernstein Crisis Management, Inc. , an international crisis management consultancy, and author of Keeping the Wolves at Bay – Media Training.]

Methods of Strategic/Organizational Analysis

Two men playing a game of chess

Strategic/organizational analysis methods depend on the particular organization. A list of data sources is available for determining training and HRD needs. The list includes the following; human resource inventories (formerly known as manpower inventories), skills inventories, organizational climate measures, and efficiency indexes. Some of these sources, such as efficiency indexes are continuously monitored by many organizations as part of the normal control procedures and the data are readily available. Other existing organizational measures can be used as a basis for performance improvement and training efforts also. Such sources include employee surveys and interviews. For example, the Institute for Social Research at the University of Michigan markets two instruments – Survey of Organizations and Michigan Organizational Assessment Questionnaire – that are supported by substantial reliability and validity data.

Here is an additional list of questions to ask during an organizational analysis:

  1. Are there any unspecified organizational goals that should be translated into training objectives or criteria?
  2. Are the various levels in the organization committed to the training objectives?
  3. Have the various levels or participating units in the organization been involved with developing the program, starting with the assessment of the desired end results of training?
  4. Are key individuals in the organization ready to accept the behavior of the trainees, and also to serve as models of the appropriate behavior?
  5. Will trainees be rewarded on the job for the appropriate learned behavior?
  6. Is training being used to overcome organizational problems or conditions that actually require other types of solutions?
  7. Is top management willing to commit the necessary resources to maintain the organization and work flow while individuals are being trained?

As suggested, organizational analysis can be a critical component of an effective HRD effort. Although it would be optimal to conduct a complete organizational analysis on a regular basis, resource and time limitations often make this difficult. At the very least, HRD managers and professionals should continuously monitor the organization’s environment, goals and effectiveness by taking advantage of information already collected by the organization. This responsibility is increasingly expected of ALL managers and supervisors, as the environment becomes increasingly more turbulent and competition more fierce.

Happy Memorial Day Weekend Enjoy!

Leigh

For more resources about training, see the Training library.

– Looking for an expert in training and development or human performance technology?
– Contact me: Leigh Dudley – Linkedin – 248-349-2881 or 248-277-2966
– Read my blog: Training and Development

“Best” Business Planning Books

Stacks of books on a yellow background

Finding a good business plan book can be overwhelming. Type “business planning guide” into Amazon and you’ll get almost 5000 citations. Your local bookstore or library is more selective, but it’s still hard to sort through them.

And, truth be told, there’s no one book for everybody. So, for that reason, we’ve listed the “best” business planning books in three categories. (Full disclosure: I’m the author of the last book.)

“Best” General Business Planning Book

The Ernst & Young Business Plan Guide by Brian Ford, Jay Boorstein, and Patrick Pruitt (2007), is a solid, competent book that will help you create a solid, competent business plan. Written by accountants, it might not be inspiring, but it’s a good “how to” book for getting started.

“Best” Business Planning Book for Finding Investors

There are two books in this category. Raising Venture Capital for the Serious Entrepreneur, by Dermot Berkery (2008), is a comprehensive guide on how to attract investment dollars. Written for a business school class, it’s thorough to a fault (all 288 pages worth), but you’ll find it worth the time you spend reading it.

Angel Financing for Entrepreneurs, by Susan Preston (2007) describes how to create a compelling ten minute PowerPoint presentation to attract angel investors. It’s also used in business school classes, but does not address how to write a business plan; for that, you’ll need one of the other books too.

“Best” Business Planning Book for Social Enterprise

Venture Forth! by Rolfe Larson (2002). Endorsed by Paul Newman of Newman’s Own, this book provides instructions on how to write a compelling and complete business plan, and includes detailed examples and case studies. Written for nonprofits, it’s been used by numerous for-profit entrepreneurs as well.

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For more resources, see our Library topic Business Planning.

Copyright © 2010 Rolfe Larson Associates – Fifteenth Anniversary, 1995 – 2010
Author of Venture Forth! Endorsed by the late Paul Newman of Newman’s Own
Read my weekly blogs on Social Enterprise and Business Planning

Coaching Tip – How to Say “No”

The text "no" written on a brown paper

Many of my clients have trouble saying “no”. They feel obligated to please others and saying “no” to the boss does not seem acceptable. The truth is that by saying “no” you are letting others know that you value your time, priorities and boundaries.

Here are a few tips to help you say “no”:

1. Be clear on your priorities. Know what is important to you and what you will spend your time on. When you are clear, it is easier to say “no” to the requests that are not in alignment with your priorities. Ask yourself – “How does this request fit with what is important to me and my goals?”

2. When you say “yes”, realize you are also saying “no”. Because time is finite, you cannot add more to your life without cutting something out. Ask yourself – “Where will the time come from to do this?”

3. Buy yourself some time. When someone makes a request, avoid saying “yes” right away. Let them know you will think it over and get back to them. That way you can evaluate your situation and make the best decision.

4. Give the requester alternatives. If it is in your best interest to say “no”, give the requester options of others who may be able to fulfill the request.

5. Try “yes” not now. Let the requester know that you are interested, yet this is not the best time for you. Give them a date to get back to when you will be able to meet their needs.

6. Talk with your boss. If too many things are being added to your responsibilities, ask which item is the priority and which item(s) would he/she recommend to defer.

7. Just say “no”. With a firm, and unapologetic tone, just say, you are not able to commit to the request. Try a simple, “No, I just can’t right now.”

How do you say “no”?

For more resources, see the Library topic Personal and Professional Coaching.

Sunrise Interrupted: Leadership & Choice-making

A group of people with their hands together

I woke before sunrise to write about leadership.

Anticipating a good 90 minutes before boy, man and dog appeared at the kitchen table, I switched on the coffee maker, snapped a quick picture of the full moon setting in the west, and flipped open my MacBook.

In less than two minutes, a sleepy almost-three-year-old called from the hallway, “Mom? I’m awake.”

Good morning, Life! How does anyone find time for Leadership?

I’m reminded of “The Carrot Story” told by Ronnie Brooks to an auditorium full of burned-out arts administrators. It was 2002 in Chicago. I was a crispy piece of nonprofit-manager-toast, ready for a change in the way I managed my life. Ronnie’s story struck a chord with me.

“The Carrot Story” (A leadership parable)

One spring, a woman received a packet of carrot seeds from her neighbor. She planted the seeds in her back yard, studying the directions as she went.

A couple of weeks later, she tramped back out to the garden to thin her carrots as directed. She knelt to work, but looking closely at the little seedlings, she just couldn’t do it.

The tiny carrots were too beautiful, too healthy-looking, too alive!

So, the woman let all the seedlings grow into fine, tall, luscious, dark green plants. She watered, and tilled, and waited with great anticipation to taste her first homegrown carrot. Then, on a hot summer day, she went out to the garden to harvest her crop.

She found only gnarled roots, tangled up in one another, thick, woody and inedible.

You need to choose, if you want to lead.

In 2002, I heard “The Carrot Story” as a wake-up call. I needed to weed the garden of my life, say “no” more often, change the way I spent my time, let go of the “shoulds,” abandon some of what defined me in the first four decades of my life, so that I could walk fully and joyfully into middle-age, and on to elder-hood.

I had to stop trying to do everything, so that I could hope to accomplish something.

There will always be choices to make.

What I’m realizing today, as midnight nears and I’m finally getting around to posting this entry, is that you can’t thin your metaphorical carrots once and expect that you’re done.

Every day is a thousand choice-points: Purpose choices, priority choices, big choices, small choices, morning choices, evening choices, difficult choices, necessary choices.

As you make choices more consciously and intentionally, your leadership capacity grows.

Making Memorable Moments at Work

Group of work colleagues talking and laughing joyfully

If you were asked the question, what are the most special moments from work you had this past year, would you be able to answer that question? Or does your work just sort of blur together? When we are truly present with our work we have the chance to make a moment that we’ll be able to remember and appreciate for a long time.
I call making these moments “grateful heart moments.” This concept started to form inside me when two things kept happening. The first is when multiple people, including strangers, kept telling me to cherish the moments that I have with my children as time goes so fast. The other is when I would receive many emails that tell you to cherish life as it’s short or some variation like that. So I thought, how can I really do this? How can I really stop to cherish the moments in my life I want to remember forever? That’s when I came up with the concept of “grateful heart moments.”
Here’s how it works. When I’m in the middle of experiencing a moment I want to embed in my consciousness and memory, I stop and take a deep breath to breathe in the moment. I focus on capturing all the details I can – who I’m with; where I’m at; and what I’m seeing, hearing, feeling, and smelling. Then I put my hands on my heart and give thanks for this moment. I might say (silently to myself), “Thank you for this moment. Thank you for the gift of experiencing something so beautiful that I’ll remember forever.” It literally only takes a moment to capture the moment, and the best thing is that it really works! Times when I’ve wanted to experience that moment again, I’ve been able to go back to that moment in my mind and it feels as if I am there now.

Here are two recent grateful heart moments I had at work. When I doing my first teleseminar Living IT: How to Create and Live an Inspired Life, before and after I teaching one of the sessions, I would really experience the joy of doing what I had dreamed about doing for so long using my grateful heart moment approach. The other example is when I was doing my larger work in society. I was on a walk with my three boys, a beautiful sunny day at the park. We were helping my six year old was collect caps for school and picking up garbage at the same time. He said, “We are doing good for school, for the earth for the park and for us as we are getting exercise. Reuse, renew, recycle.” I then said, “You’re right, Gavin, we are. This is like the fourth habit (I’m teaching him Stephen Covey’s Seven Habits of Highly Successful People) win/win. A win for the school, a win for the earth, a win for the park and a win for us.” This teaching moment was one I will never forget.

Debbie Ford in her book, The Best Year of Your Life: Dream It, Plan It, Live It shares a similar concept called “claim this moment.” “When we are committed to claiming the moment, we look upon, create and invent our ordinary experience as something extraordinary. We become a magnet for the unique and special. The lens through which we view life shifts, and we become seekers of the divine in every moment. To see with new eyes, to become aware of the blessings we hold, to create new intimate moments each day – these constitute a spiritual quest. This is the art of making the ordinary moments of your life extraordinary.”

What are your grateful heart moments? How can you claim this moment today at work?

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For more resources, see our Library topic Spirituality in the Workplace.

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Wells Fargo Bank Jumps Ahead of the Competition Using Social Media

Social media tiles close to a phone

It’s not only quite impressive that Wells Fargo Bank & Co is adopting social media with such open arms – but it’s IMPORTANT to watch them lead the way for other banks and financial institutions.

Online Marketing for Banks

WAY, way back – in the social media world – March 2006, Wells Fargo & Co. launched its first corporate blog.

Today, with hundreds of employees using blogs to brainstorm with each other and interact with customers, they’re LISTENING to their audience. And that’s ground-breaking significant, because Wells Fargo is the No. 4 U.S. bank.

Launch of a Virtual World

They’ve even gone much further, boldly launching Stagecoach Island, an online virtual world where you can explore the island and its hidden secrets, connect with friends and make new ones, and at the same time learn smart money management.

Targeting the hard-to-capture Gen X and Gen Y audience, Wells Fargo brilliantly created this free gaming platform to grab the attention of this coveted market and gain their loyalty by offering a fun online attraction marketing tool to engage them and keep them coming back.

Learn Money Management

Stagecoach Island is creative and fun, but also a very important learning experience in managing money.

You can earn virtual money by visiting the Learning Lounge — a virtual Wells Fargo ATM — and answering questions about money management. They’ve also introduced virtual jobs, credit cards, and home loans so that you can learn, earn, build and play more in-world!.

Now that the Gen X and Gen Y audience is playing on Stagecoach Island, guess where they’ll do their banking?

Additional Social Media ‘Firsts’ by Wells Fargo Bank

Wells Fargo now claims a variety of banking-industry social media firsts – among them:

  • First bank with 2, 3, and 4 blogs
  • First bank in the world with a Second Life presence
  • First bank on MySpace
  • First bank with an avatar persona on MySpace
  • First bank with a VP Social Media

The bank has also branched out to Facebook, Twitter and YouTube.

It’s all about online strategy and goals – move forward and realize tangible, meaningful returns – profits – increased customer value that leads to loyalty & retention.

See Well’s Fargo Bank’s full social media story.

Online marketing for banks – has it touched you yet? What does your bank do in social media?

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For more resources, see our Library topics Marketing and Social Networking.

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ABOUT Lisa M. Chapman: With offices in Nashville Tennessee, but working virtually with international clients, Lisa M. Chapman serves her clients as a business and marketing coach, business planning consultant and social media consultant. As a Founder of iBrand Masters, a social media consulting firm, Lisa Chapman helps clients to establish and enhance their online brand, attract their target market, engage them in meaningful social media conversations, and convert online traffic into revenues. Email: Lisa @ LisaChapman.com

What Is A Special Event?

a-board-lunch-special-event

There used to be hard-and-fast rules as to what was, or wasn’t, a special event. Today, everything gets that label, from a small cocktail reception, to a board lunch, to a Gala Auction for 1,000.

Nonprofits think special events are cool and a great way to raise money, but they’re only partially right. Events are indeed cool, but only a great way to raise money if the organization has the donor base to make it happen.

To do an event, your organization needs:
• A great donor/mailing list of people who will want to come to an event to support your work;
• Board members who will step up to the plate, and make an example-setting contribution;
• Leaders who will make calls to friends and colleagues to engender their support/participation;
• A great honoree or two who ”bring” more people and money to the table;
• Co-Chairs and a Host Committee who will deliver their own contributions and those of others; and,
• A staff event coordinator who does nothing but the event … because that person will have no time to do anything else.

No one wants to spend an evening listening to talking heads. Learn to be brief, and if you must present a long biographical history of someone, do it in the evening’s printed program and/or in a quick (2-3 minute) video presentation.

There are a lot of variables to the success of an event. The evening is only so long; don’t try to do too much. If you have two honorees and two presenters you’re done !!

And, one thing to remember, it takes years to build a major event that people mark on their calendars as a “don’t miss.”

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Have a question about creating or expanding your special event? Email me at Info@NatalieShear.com. With over 30 years in conference and event planning, we can help you turn your vision into reality.
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Have you seen Natalie’s ebook on Special Events ??

Can Greed Be Part of the Social Enterprise Creed?

A dollar note held by two different people

Financial reward can be a powerful motivator. The potential for personal profit can provide intense focus and efficiency to almost anyone. Indeed, incentives drive entrepreneurs in their relentless search for success, overcoming obstacles along the way. Money might not be their only motivator, but dollars (the kind they get to keep) are always their favorite measure of success.

That’s mostly missing for most nonprofit social enterprisers. Why? Many folks in the nonprofit sector believe that incentives are not permitted by the IRS. In fact, if structured properly, incentives will not put your tax exempt status at risk. Sales people can receive part of their compensation through commissions; and managers can be incentivized as well — as long as it’s “reasonable.” (Caveat: I am not a lawyer; be sure to discuss with counsel.) Secondly, many nonprofits believe that making a difference in the world is all the motivation that’s needed to get the most from people.

Fair enough, but the fact of the matter is that incentives work. In public radio, where I worked for many years as an executive and now as a consultant, an important source of revenue comes from underwriting. Underwriting is a kinder and gentler form of on-air advertising that public radio stations are allowed to “sell” to companies that want listeners to hear their messages. Some stations incentivize their underwriting staff, others do not. Guess which stations tend to do a better (in fact much better) job of generating revenue to support the station?

I’m confident that many social enterprises would be more successful if they structured incentives that line up with their priorities. Don’t miss out on an important tool that firms in the for-profit sector never ignore.

Consider making greed part of your social enterprise creed. It works.

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Copyright © 2010 Rolfe Larson Associates – Fifteenth Anniversary, 1995 – 2010
Author of Venture Forth! Endorsed by the late Paul Newman of Newman’s Own
Read my weekly blogs on Social Enterprise and Business Planning

Most Forgotten Type of Leadership – Self-Leadership

Business leader having a meeting with his team

Guest submission from Carter McNamara of Authenticity Consulting, LLC.

There’s been an explosion of interest in the topic of leadership. Too often, we assume that leading always means leading others. Actually, that’s not the most common form of leading – and it’s not the most important.

Most Important Form of Leading – Leading Yourself

Most experts would agree that if you can’t effectively lead yourself, then you can’t effectively lead other individuals, groups or organizations. If you’re continually changing your priorities and can’t effectively address most of them, then the rest of the world will seem to be a confusing mess to you, as well. Others will soon become confused about your priorities, including for them. You’ll soon lose credibility and your ability to lead.

What Are Some Skills Needed to Lead Yourself?

There are many. We can’t address them all, but here’s a useful list from which to start. You need skills in learning, physical fitness, decision making and problem solving, critical thinking, setting personal goals, prioritizing, time and stress management, self-coaching, emotional intelligence, motivating yourself and work-life balance.

Notice those skills are needed whether you’re around other people or not!

So next time you read about the many skills needed to be a leader, don’t forget that you first need to lead yourself!

What do you think?

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Carter McNamara, MBA, PhD – Authenticity Consulting, LLC – 800-971-2250
Read my weekly blogs: Boards, Consulting and OD, Nonprofits and Strategic Planning.