Month: October 2010

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Appreciative Leadership

Silhouette of people following their leader on a hill

This blog entry is intended to be a quick and basic introduction to the theory and practice of Appreciative Leadership, as espoused in a recent book by Diana Whitney, Amanda Trosten-Bloom, and Kae Rader. The name of the book is Appreciative Leadership: Focus on What Works to Drive Winning Performance and Build a Thriving Organization. In the next couple of weeks one of the authors, Amanda Trosten-Bloom, will be sharing some of her thoughts about appreciative leadership in this blog. Amanda will undoubtedly provide a more nuanced and intelligible overview of Appreciative Leadership in her entries. And she may be inclined to respond to the overly simply comparison of Appreciative and Transformational Leadership contained in this blog entry.

Appreciative Inquiry

The foundation of Appreciative Leadership is in a theory and approach to organizing known as Appreciative Inquiry (AI). The fundamental difference between AI and other approaches to working with organizations is that instead of focusing on what is wrong or broken — and trying to fix it — AI seeks to discover the uniquely positive qualities and capabilities of an organization and uses these as the foundation for future development or change. It is a highly participatory approach that involves asking strategically crafted questions about an organization’s collective strengths, achievements, success stories, positive traditions, and visions for the future. AI is based on the assumption that organizations will change in the direction of the questions asked. If inquires are into problems or difficult situations, that is what you will keep finding. And if the focus is on what the organization is at its best, that you will move the organization in that direction, and be able to build sustainable changes that are grounded in these emerging narratives. AI is firmly grounded in social constructionist theory, ideas around the power of generative conversations, and the centrality of relationships and language in the functioning of organizations.

Definition and Five Core Strategies

The model of leadership put forth by Whitney, Trosten-Bloom, and Rader is extremely well aligned and consistent in theory and practice with AI. The authors define Appreciative Leadership as the relational capacity to mobilize creative potential and turn it into positive power – to set in motion positive ripples of confidence, energy, enthusiasm, and performance – to make a positive difference in the world. With very little effort, this could be made into a definition of AI itself. The authors introduce the Five Core Strategies of Appreciative Leadership: Inquiry, Illumination, Inclusion, Inspiration, and Integrity. Again, nicely consisitent with the basics of the AI approach to organizational change. I will leave the more detailed description of these strategies for upcoming entries – whether by Amanda or this writer.

Comparison with Transformational Leadership

The similarity between the Five Core Strategies and the familiar 4-I model of Transformational Leadership are interesting. It isn’t just that Idealized Influence, Inspirational Motivation, Intellectual Stimulation, and Individualized Consideration begin with the same letter as the 5-I model in Appreciative Leadership. There is some definite overlap between the two models in terms of how leadership is conceptualized. In my opinion a significant difference is that Appreciative Leadership is firmly grounded in one of the most widely used and innovative approaches to organizing to emerge in the postmodern times. The authors have effectively taken the theories and practices of Appreciative Inquiry and translated these into an attitude and approach to leadership that can be embraced and put into practice in a fairly step-by-step manner. It seems to me that these are not claims that can be made by proponents of Transformational Leadership. Appreciative Leadership is obviously in its infancy compared to Transformational Leadership when it comes to the amount of research and analysis that has been conducted in an attempt to determine correlations with organizational effectiveness and other success metrics. But having AI as its foundation, in my mind, immediately establishes Appreciative Leadership as a legitimate and worthy peer with Transformational Leadership. It will be fun to see whether this opinion holds up.

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Steve Wolinski provides leadership development, organizational change and talent management services to numerous public, private and non-profit organizations.

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What is Business Ethics?

Business ethics

Let’s Start With “What is ethics?”

Simply put, ethics involves learning what is right or wrong, and then doing the right thing — but “the right thing” is not nearly as straightforward as conveyed in a great deal of business ethics literature. Most ethical dilemmas in the workplace are not simply a matter of “Should Bob steal from Jack?” or “Should Jack lie to his boss?”

(Many ethicists assert there’s always a right thing to do based on moral principle, and others believe the right thing to do depends on the situation — ultimately it’s up to the individual.) Many philosophers consider ethics to be the “science of conduct.” Twin Cities consultants Doug Wallace and John Pekel (of the Twin Cities-based Fulcrum Group) explain that ethics includes the fundamental ground rules by which we live our lives. Philosophers have been discussing ethics for at least 2500 years, since the time of Socrates and Plato. Many ethicists consider emerging ethical beliefs to be “state of the art” legal matters, i.e., what becomes an ethical guideline today is often translated to a law, regulation or rule tomorrow. Values which guide how we ought to behave are considered moral values, e.g., values such as respect, honesty, fairness, responsibility, etc. Statements around how these values are applied are sometimes called moral or ethical principles.

So What is “Business Ethics”?

The concept has come to mean various things to various people, but generally it’s coming to know what it right or wrong in the workplace and doing what’s right — this is in regard to effects of products/services and in relationships with stakeholders. Wallace and Pekel explain that attention to business ethics is critical during times of fundamental change — times much like those faced now by businesses, both nonprofit or for-profit. In times of fundamental change, values that were previously taken for granted are now strongly questioned. Many of these values are no longer followed. Consequently, there is no clear moral compass to guide leaders through complex dilemmas about what is right or wrong. Attention to ethics in the workplace sensitizes leaders and staff to how they should act. Perhaps most important, attention to ethics in the workplaces helps ensure that when leaders and managers are struggling in times of crises and confusion, they retain a strong moral compass. However, attention to business ethics provides numerous other benefits, as well (these benefits are listed later in this document).

Note that many people react that business ethics, with its continuing attention to “doing the right thing,” only asserts the obvious (“be good,” “don’t lie,” etc.), and so these people don’t take business ethics seriously. For many of us, these principles of the obvious can go right out the door during times of stress. Consequently, business ethics can be strong preventative medicine. Anyway, there are many other benefits of managing ethics in the workplace. These benefits are explained later in this document.

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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.

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Are you listening to the water cooler discussions?

Colleagues-having-a-water-cooler-break.

Office gossip is a term recognized by many. Just hearing this term will most likely result in recollections of conversations you have had or overheard at work. It may even bring a picture of the “known office gossip” into your mind’s eye. While there is debate as to whether office gossip is all bad, if you are listening to it and taking action on what is heard, you may just be well ahead of the game. During a keynote address during the ASTD ALC conference this past weekend, Anne Bruce made the following statement.

“Gossip is a symptom of unmet needs and expectations.”

If you consider for just a moment the topic of office gossip conversations, it may become very apparent to you that no one whispers around the water cooler about things that went well or met their expectations. Instead employees seek out trusted colleagues who may share their viewpoint or their frustrations. Often it is only with these colleagues that employees feel safe enough to give their true feedback.

As HR professionals you need to become a trusted colleague for employees. Doing so will help you find the cause of problem so you can treat more than the symptom. As any good doctor or HR professional should know, treating just the symptom will not cure the disease.

What have you tried in your organization to be more trusted? Your comments are always encouraged.

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For more resources, See the Human Resources library.

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Sheri Mazurek is a training and human resource professional with over 16 years of management experience, and is skilled in all areas of employee management and human resource functions, with a specialty in learning and development. She is available to help you with your Human Resources and Training needs on a contract basis. For more information send an email to smazurek0615@gmail.com or visit www.sherimazurek.com.

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Reward and Recognition in Call Centers

A young lady working in a call center smiling

Call centers are now a mainstream tool for providing customer service to a very large audience. As a co-host of the Customer Service blog, I’m going to share some useful ideas about how to maximize the performance of your call centers.

So what can I tell you about it? I hope to be able to share some best practices that I’ve come across over the years, as well as some tools and tips to help you get the most out of your own programs. I’m hoping to help you design new, fun, innovative and effective recognition programs for your call centers, and to get you to share some of your great ideas as well. With all the different generations we now how in our centers, it’s more important than ever to understand what’s going to work to motivate our agents to succeed.

When my two daughters were very young, we used to frequent a restaurant that offered kids a prize at the end of their meal. It was an actual ‘treasure chest’ full of small, inexpensive, fun items to choose from. They would ooh and aah over the chest, sometimes taking more time to select their prizes than the waitress had patience for. The best thing about this treasure chest was that they could choose what they wanted – whether it was a yo-yo, a princess tiara, baseball cards or a slinky. They both had very different tastes and always chose something unique. When I look at some companies plans, the one thing they seem to forget is that people want to be able to choose their own rewards. Not everyone is motivated in the same way and we need to keep that in mind when we are looking at the rewards, and even the way in which we recognize people. Tickets to a baseball game might be the perfect choice for one agent, but a terrible one for someone else. Balloons and streamers and certificates might make someone’s day, but it might embarrass someone else who likes to keep a low profile.

Rule #1:

Make sure your program can meet the needs of all the recipients.

Tool #1:

Here is a link to a form you can use (or modify) to find out what you should put in your ‘treasure chest’ to make sure your agents ooh and aah too. The form can help you better understand how your agents want to be recognized and what’s important to them as individuals. We used a red metal toolbox purchased from a hardware store, and the team decorated it to look like a pirates treasure chest. This just added to the fun.

Feedback please

What have you done to personalize programs in your centers? What tools have you used to ensure your rewards and recognition were appropriate for the people receiving them?

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Kim Vey has over 20 years of experience as manager of front-line staff and management professionals to achieve strong results in performance, including in call-center customer service. She can be reached via email or LinkedIn.

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6 Ways To Get The Most Out Of Your Christmas party

Celebrating-christmas-with-friends-with-a-burning-candle

The recession may not be feel like it’s over yet but most managers appreciate that Christmas needn’t be cancelled again this year.

Be creative this Christmas
Be creative this Christmas – do some team building

Boozy parties are probably not the best way to mark the end of a tough year but that doesn’t mean there’s not value in gathering everyone together.

As we enter an era when return on investment is at the forefront of our minds the annual celebration needs to deliver more than just a few laughs and sore heads the next day. Why not think of your Christmas event as a chance to do some team building.

So, while everyone is together in celabratory mood here are a few suggestions that will turn a turkey dinner into a turning point: Continue reading “6 Ways To Get The Most Out Of Your Christmas party”

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Basic Principles of Organizational Design (Part 1 of 2)

Female professional doing a presentation

In my last half-dozen posts I have been focusing on system theories of organization. I have done this because practitioners of organization development depend upon theories about what makes organizations tick. Nothing so practical as a good theory said Kurt Lewin, the mind behind action research. Well thought out theories helps us sort patterns and produces hypotheses about how it all hangs together- this system before us. Good theories are a basis for action. As we test our theories we develop design solutions, which have to be tested. Organization development is a diagnostic process and a design process. This is designing change. . . . .

Eight Organizational Design Principles: PART ONE

Some years ago Albert Cherns, an important figure in the Norwegian work redesign efforts highlighted some important Principles of Social and Technical Systems Design. The Principles of Organization Design have been known for 30 years in the academic and consulting community. Knowing the principles and implementing them are clearly two different things. First, I will detail the principles and following that I will highlight what has made the implementation so difficult.

1. Complementarities:

How we go about restructuring needs to be compatible with what we are trying to achieve by the restructuring. The process of design must be complementary with the objectives. This means the design and implementation process is critical. If you want flexibility and participation within the work group as an output of the design, then how you go about designing the organization has to be flexible, interactive and participatory.

If the completed work system will depend upon high levels of meaningful flexibility in accomplishing the work, then it is through a process of meaningful flexibility that the system needs to be built. The “means” have to be complimentary with the “ends”. In other words, if you want a system where people assume responsibility, then people have to be responsibly involved in creating the work system or you won’t get it. We do not get participative highly effective organizations by fiat.

2. Minimal Critical Specification:

New technologies require people to learn and change. These abilities have to be developed through the work itself. Therefore, specify as little as possible concerning how tasks combine into jobs and how people are to interact within jobs. The creation of a well-designed work team must involve dialogue and decisions being made by the people involved. Most teams struggle from over-structure, which is based in job descriptions and compensation schemes, which result in “that’s not my job”. The trick in building a team that works is to specify no more than is absolutely necessary about the task or how jobs relate to the task, or how people relate to individual jobs. To build a high performance team the rule is to FIX as little as possible. This means to identify and specify no more than what is absolutely critical. Generally the critical information is about output expected. The vision of results is very important and has to be co-constructed with the group but more than anything you want to build an organic ability to learn and change into the team.

3. Variance Control:

Support and reward groups that deal with errors at the point of origin. Effective teams need the legitimacy to find out where things go wrong and deal with variance where it occurs. The goal is to minimize exporting problems to others. The assumption that is safe to make is that people know what good work looks like. Exporting problems and unsatisfied customer needs is the mark of a team that lacks options.

4. Clear Goals and Flexible Strategies:

Define what is expected in terms of performance early and clearly and then support adaptations toward appropriate means by which the group can achieve ends. (Do not over-specify.) This is an adaptability principle, which recognizes that we are designing living systems rather than machines. With living systems, the same ends can be reached by different means. There are a lot of ways to solve problems and meet a customers needs. What is critical here is the definition and understanding of the end goal. The “What” is to be highly specified. The “How” is open to local decision and initiative. This enables learning and an increased sense of “efficacy” on the part of team members. Efficacy is the sense that we are effective as a team that we can make a difference and do the job well. Efficacy is fragile and needs to be supported by continuous learning and improvement. High performance teams constantly “tinker” with the means by which they accomplish their results. They seldom settle on “one best way”.

(Be sure to read Part 2.)

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For more resources, see the Library topics Consulting and Organizational Development.

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Jim Smith has over 40 years of organization development experience in a wide range of organizations. He can be reached at ChangeAgents@gmail.com

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How to Start a Social Media Crisis

Social media icons on mobile screen

Controversial topics can easily lead publications to the need for crisis management.

A Marie Claire writer has sparked a social media crisis for the magazine after a seemingly negative article about the “Big Six,” a group of leading women’s health and fitness bloggers, drew thousands of fans to their defense. Ragan’s PR Junkie blog has more details:

These “Big Six” bloggers write about their sometimes extreme exercise routines and strict eating habits–habits that the article’s author, Katie Drummond, suggested border on eating disorders. They might be a bad influence on their readers, the story said.

“But behind the [bloggers’] cutesy titles and sloganeering lies an arguably unhealthy obsession with food, exercise, and weight,” Drummond wrote.

A BlogHer post referred to the story as a “mean-spirited attack” on the Big Six.

That’s the overwhelming sentiment across social media platforms, where the backlash to Drummond’s piece has proven fast and furious. In only a handful of days, the story has sparked outrage in blogs, on Twitter, and on Marie Claire’s Facebook page.

If you look at Marie Claire’s Facebook page, it is absolutely covered in negative postings about the article, but any response from the magazine is suspiciously absent. The case is the same for Twitter. As we’ve seen in many other social media crises, declining to respond is one of the worst choices an organization can make. By delaying the inevitable mea culpa, Marie Claire is allowing reputation damage to pile up and increasing the likelihood of traditional media sources taking notice of the story.

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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.]

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How to Attract Laser-Targeted Traffic – Part 2 of 2

Dart targeted a bullseye in a dart board

(Lots of background and tips are in the previous post!)

Use Google AdWords’ Keyword Tool to get the inside scoop on how many times your keywords are searched, globally and locally.

Go to: https://adwords.google.com/select/KeywordToolExternal and type in your narrowed keywords, one at a time.

How do Your Keywords Stand Up Against the Competition?

Google’s Keyword Tool results will also give you a simple indicator of competition (low, medium and high) as well as local search trends, among other interesting indicators. It will even sort results by traffic and other meaningful ways … it’s a fabulous tool!

Repeat your keyword search until you’re satisfied that you have identified at least six great long tail keywords. Repeat this for each website page, each blog post, each article, press release, etc.

If you want to take this research to the next level, try these two things:

  1. Find your competition and check out their keywords. Jump onto a competitors’ site, click on “View”, then from the dropdown, click on “Source”. Now scroll through the mumbo jumbo (HTML) until you find the keywords imbedded into their site code. These are likely the keywords for which they are optimizing. And they very likely optimize each page for different keywords (as they should!)
  2. Use Google’s free Traffic Estimator tool to find out how much traffic your chosen keywords probably get: https://adwords.google.com/select/TrafficEstimatorSandbox

Don’t be Fooled

Google has an auto-fill feature on the toolbar. When you begin to type your phrase, the drop-down suggestions reveal Google’s most searched terms. But remember, they are usually not long tail, specific enough to get you ranked for first page. Use Google AdWords’ Keyword Tool to test that!

Once you master this skill and art, it will become second-nature, and your traffic will SOAR!

What keyword research tips work best for you?

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

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ABOUT Lisa M. Chapman:

Ms. Chapman’s new book, How to Make Money Online With Social Media: A Step-by-Step Guide for Entrepreneurs will be available in bookstores and online November 24, 2010. 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

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Corporation Solicitation Programs – Part 1 of 3: Consultant Compensation

a commission consultant with a director in an NPO

A thread in a listserve in which I participate addressed the question(s) of Creating-and-Implementing and Finding-and-Compensating a Consultant to help with a Corporation Solicitation Programs.

Interestingly, the latter issue stimulated most of the responses/comments, with little attention being paid to the former.

So, I’ll address the “more popular” issue first – compensating the “consultant” … and you’ll soon see why I use quotation marks around the term.

In my 30+ years as a fundraising consultant, I’ve seen corporate fundraising done by staff and/or volunteers, with a consultant advising/teaching/guiding; and, I’ve seen a “consultant” doing the fundraising from the corporations on behalf of the NPO. In both cases, it always created a conflict of interest if the consultant was to be compensated on a commission/percentage basis.

In the first circumstance, the relationship is between the NPO and the corporation. The consultant may make the initial contact with the corp, but the discussions are between the NPO family and the corporate people. In this case, the consultant actually consults. S/he is paid for her/his time/effort/expertise, with no consideration as to how much money the NPO may or may not raise.

In the second scenario, the “consultant” does little or no consulting. The relationships are between the “consultant” and the corporations. The “consultant’s” role is to “show” the corporation how their support of the NPO will benefit that corporation. Again, the “consultant” should be compensated on the basis of the time/effort/expertise that goes into making “it” happen, not on a percentage/commission basis.

Many corporations (especially those who are frequently asked to support NPOs) are aware of the “rule” prohibiting commission/percentage compensation for those raising money for a non-profit organization. Many of those corporations agree with and accept that concept. Some don’t!! Some don’t care!! The question is whether you want to risk appearing ignorant of “accepted practice” and/or seeming not to care??

(Conflict-of-Interest issues tend to become public information, and have hurt many nonprofits and their ability to raise money. It is, therefore, with good reason, that all of the major associations of nonprofit organizations and those of charitable-fundraising professionals accept and endorse this “rule.”)
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Have a comment or a question about starting or expanding your basic fundraising program, a corporate giving program, your major gifts fundraising program or a capital campaign? Email me at AskHank@Major-Capital-Giving.com. With over 30 years of counseling in major gifts, capital campaigns, bequest programs and the planning studies to precede these three, we’ll be happy to answer your question.

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Let the Fish Swim in the Deep Pool

A blue fish swimming in the deep

I heard a man say that he doesn’t like to tell his wife his small concerns because, “I don’t want to incite her creative ways to worry.” When was the last time you took a small thing to worry about and turned it into a catastrophe in your mind? We humans are very creative beings. We can imagine all sorts of dreadful things occurring. I love Mark Twain’s quote – “I have known a great many troubles, but most of them never happened.”

When you find yourself worrying about things – Let the Fish Swim in the Deep Pool. In our vast dark ocean of thoughts, imagination and creativity, let your worries swim where they are. No need to fish for them and bring them to the surface.

When you find yourself stressing over something that could go wrong, ask yourself, “What do I know for a fact, right now?” If you find you are getting yourself worked up about something, pay attention to what you know to be true and what you are just creating in your head. See if what is bothering you is a story you are telling yourself about the situation. Stop to reflect on whether you are using your creativity to develop a calamity in your mind. If so, catch yourself and take a good laugh at how imaginative you can be. Another phrase I like to use is “How do I find Peace now?” This may be enough to stop you from jumping into your pool of worry, panic, or distress.

Serenity and inner peace come from seeing through the illusions of doubt and worry to what is really in front of you. Remember – you are Diving Being having a human experience. Reconnecting with your Divine Essence, knowing that you are supported and guided at all times, you can ask in prayer for assistance to see you through a worrisome situation.

I recently felt out of balance over a pending job change. Going to bed I looked at the moon and realized it was the Fall Equinox. I usually do some ceremony to mark the Equinox as a time of balance so appreciated how out of balance I felt. I asked in prayer for support to find balance in my life. The next night, after a really rough day at work, I decided to read some Rumi poems. Out of my book came a card that I must have placed in the book some months ago. On one side of the card were the words “Harmony and Balance”. On the other side of the card was the message “I am fully supported.” I asked and received.

Pay attention to what you fish for. You can fish for worry and doubt or you can fish for guidance and support. You get to choose where you throw your hook and line.

…when all is said and done, the one sole condition that makes spiritual happiness and preserves it is the absence of doubt. – Mark Twain

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

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Linda is an author, speaker, coach, and consultant. Go to her website www.lindajferguson.com to read more about her work, view video clips of her talks, and find out more about her book “Path for Greatness: Spirituality at Work” available on Amazon.