Month: November 2010

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Capital Campaigns #7: Beginning the Extended Campaign

a-chair-person-in-a-division-addressing-colleagues.

As with the basic campaign, you must start with the knowledge of where the commitments will come from to achieve your dollar goal … only this time you are not limiting yourself to a relatively few major donors. This time, in addition to the major donors, you will need specific sums from different segments of your constituency.

In a campaign for a hospital, for example, at the top of the leadership pyramid are the highest-rated prospects — some major donors, prominent members of the community, some board members and (maybe) a few docs.

These individuals have responsibility for setting an example with their giving, and for recruiting and soliciting those who will be the leaders of the various segments of the campaign – including the overall campaign chair. This is the “Quiet Phase” — the solicitation of those donors whose commitments will ensure reaching the first “Safety Point” (60%, 80%, or more of the goal).

The overall Campaign is separated into smaller “campaigns,” one for each segment of the constituency – the board, the administration, the medical staff, the nursing staff, each of the other hospital departments, the auxiliary, local (large) corporations, local businesses and the various segments of the broad community.

Each of those segments/Divisions must have a Chair, a person who will set the example, and recruit and solicit those who will solicit others in their Division. The Chair of a Division must be someone who is respected by the members of his/her segment and who has the clout to successfully lead a “campaign” limited to that segment.

Typically, the Chair for each of the Divisions of the Hospital Family are members of the Division they will chair, but they are not necessarily the Heads of their Departments – great care must be exercised to avoid the appearance of a Department Head coercing members of his/her Department.

As a practical matter, the “campaign” for the Board of Trustees should precede the “campaign” for the Administrators/Executives, which should precede the “campaign” for the docs … otherwise you’ll have the docs saying, “If they didn’t, why should we?”

In that context, the “campaign” for the docs should precede the “campaign” for the nurses, and those previous four “campaigns” should precede those for the rest of the hospital staff. Realistically, because you can’t solicit one segment of a hospital family (other than the Board) without the hospital grapevine spreading the word fairly quickly, the various “campaigns” for the different segments of the hospital family tend to be implemented within the same timeframe.

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Have a comment or a question about starting or expanding your basic fundraising 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 likely be able to answer your questions.

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Managing Polarities

A businessman stressed due to problems arising at work

I was recently introduced to the work of Barry Johnson and his book, Polarity Management, in my professional coaches group. Johnson distinguishes between having a problem to solve vs. a polarity to manage. Most of us are familiar with problems- budget reductions, cost overruns, pressing performance goals. Johnson defines problems as those things that are time bound and have definite completion or end points. Polarities are those things that are continual and don’t have definite endings. They are often competing but equally important values or priorities. For instance, you may want to perform well at work and be home with your family. These will be continual struggles that don’t need to be resolved or completed so much as managed well.

I’m guessing most working mothers know this dilemma. You work with the polarity of being home with the kids while they are young and also being a contributing employee or fulfilling your professional dreams.

Have you struggled with any of these polarities?

listening and speaking tasks and relationships
planning and remaining flexible patience and action
controlling and allowing faith and doubt

What about your spiritual life and your professional life? Do you feel they are a polarity for you, perhaps separate but equal? Separate and unequal priorities? Do you strive make these interconnected rather than mutually exclusive?

The Yin and Yang symbols represent the Taoist understanding of polarities as natural flows of life. The poles or competing opposites aren’t so much tasks to be managed as life qualities to be recognized and appreciated, both being integral for life.

If you are feeling stuck now in some course of action at work, it may be that the polarities of two opposing desires, goals, values or commitments are pulling at you simultaneously. Knowing when to shift from one side of the polarity to another takes discernment, experience, and sometimes just plain trial and error.

Think of some aspect of your work where you feel torn between two values or commitments. Here are some clues as to when you need to shift attention to the other side of your polarity:

1. Are you feeling strain from going so far in the one direction?

2. Do you feel out of balance by what you are doing/what’s going on in your life?

3. Do you feel tired or irritable from what you are doing/your current focus?

4. Have you forgotten what it was like to be connected to the other polarity?

May you find peace in the shifting between your polarities. Let balance and flow be your guides.

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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.

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Do we Need Innovation in Talent Management?

Talent-written-on-a-yellow-paper

A recent survey conducted by SHRM indicated that human capital is one of the biggest challenges in the next ten years for business. Recruiting and retaining top talent should already be a number one priority of your talent management strategy; however, the challenge will be in adjusting the strategy to accommodate changes in the workforce. The real challenge for the HR professionals and business will be in developing innovative strategy to meet the new normal of the business world. Unfortunately, in HR innovation seems to be a missing skill. And questioning long held beliefs in talent management seems to be an even less common skill or practice found in today’s HR departments.

As a profession, we tend to get wrapped up in the compliance piece of the job and forget about what it means to recruit and retain talent. In the most recent issue of SHRM magazine, there is a great article on the biggest missteps in performance management. The information is solid and the article is filled with great advice. It lists information that seems to be often forgotten by managers in the workplace le reminding HR folks of all the little things managers do that drive us crazy. By being written from the vain of legal compliance, it reinforces that our job is so filled with compliance that we might not even realize that we have a greater responsibility in our roles as the drivers of talent management.

We owe it to our organizations to focus on innovative and creative strategies that will attract and retain the talent needed to meet the needs of the organization. We have to start by questioning everything we do in our current strategy and see if it actually yields the results that you have been taught that it does. And for all of you in HR who believe our mission is about the people, you should realize that by taking care of the people in your strategy, you will retain them and that is the win-win we always strive for in this profession.

If you want a place to start, look outside of the HR department. Start with the talent.

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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. Follow me on twitter @Sherimaz.

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Should a Speaker, Trainer, or Facilitator Spend Thousands on Coaches and Programs to Ensure Success?

A-male-speaker-with-his-audience-in-a-conference-room

The quick answer is easy. No one can ensure your success. Success as a speaker, trainer, or facilitator depends on other factors than refining your talent as a communicator. A business acumen is essential, marketing, some psychology so you know your audience, but most importantly a product yourself, a plan and the will to see it through.

I am speaking as a speech coach. I will not take money from students unless we have had an in depth discussion of what may be the best path for them under their current circumstances. It may be since I left home at an early age and worried about my own survival that I worry about my students. I’m sure I could make more money by being less ethical and such a nice guy, but if there ever is an area where you can lose your money and your dream, this is it.

Coaches can help your confidence, help you get rid of bad mannerisms that distract, help you direct your message, and literally fine tune your performance–if that truly is their goal. Still, they cannot guarantee your success.

However, you can spend a lot more money on a great coach and go nowhere. Have a solid reason to pursue the career. When you are certain you have the talent (or do you need the coach to tell you?), then invest if you so desire and can afford to. Asking the coach if you have the talent to succeed may just open the door for “Sure, with my help.” Be very specific on what you need.

Be careful, as in any business, those selling the how-to are often doing better with the selling than the work and stop doing the work altogether. It’s not unusual for those who offer these programs or coaches to often make a lot more money on selling the programs or coaching than the speaking itself. The fact that it’s just human nature to want that success makes a bit more palatable to us.

The drive to success can be an opiate. You and your potential coach can be easily addicted. You, for your speaking dream; he or she for a more financial one.

There are many paths toward a chosen profession. Not all involves training by “successful” others. It’s a little like the rich guy who tells who the secrets of making money and neglects to tell you he wasn’t worried because Mom and Dad had plenty should he fail at “this” endeavor. Some of us don’t have the support systems so counting on someone to train us right into success is naive. To those who had the resources, I hope you take advantage of them; not all of us are so lucky. You should invest in what saves you time, in what helps you concentrate on the areas you need to concentrate.

There is no guaranteed path or quicker access to success even for the enormously talented. Just look at actors. There are great ones who never see Broadway or the Silver Screen, and others, in the right place, right time with the right connections, that have stardom.

As you peruse the slick marketing packages, the successful look of the sellers themselves that represent what you might become, remember the person who came before them and did all with hard work without others. I’m not saying never pay someone for a service, just to remember that it is just that: a service. Get your money’s worth, stick to your plan and you’ll accomplish your dream.

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For more resources about training, see the Training library.

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Foundations of Consulting — Part 4: Types of Consultants

A laptop with "consulting" written on it

Part 1 of this series is What Do Consultants Do?, which defines a consultant (as Peter Block puts it) as someone who is trying to change another person, process or organization, but who has no direct control over what they are trying to change. That post also listed numerous roles that a consultant might play. Part 2 of the series described some overall approaches that consultants follow when working to help clients in a consulting project. Part 3 described the overall working goals and assumptions that a good consultant should work from. This part 4 describes the major types of consultants.

1. Technical consultants

They usually provide highly specialized content expertise regarding certain specific systems and processes in the organization, for example, computer systems, financial and accounting systems, market research or facilities management. Many organizations hire technical consultants. The types of services provided by these consultants are often referred to as technical assistance.

2. Management consultants

They help leaders and managers be more productive at planning, organizing, leading and coordinating resources in the organization. Applications for their services might include leadership, management and supervisory development. The types of services provided by these consultants might be referred to as either technical assistance or organizational development activities (see the next paragraph).

3. Organizational development consultants

This type of consultant helps organizations improve performance, often by focusing on changing a significant portion of the organization or the entire organization itself. These consultants often use a wide variety of approaches, tools and techniques to affect various systems and functions across the organization, for example, technical assistance, coaching, facilitation and training.

There has been some confusion about the focus of organizational development consultants. Some people assert that these consultants focus mostly on “soft” skills regarding peoples’ beliefs, feelings and perceptions, and less on “hard” skills regarding organizational structures, processes and operations. Other people assert that organizational development consultants focus on both the “soft” and “hard” skills. (This author follows the latter assertion.)

Many people believe there is a difference between the phrases “organizational development consultants” and “Organization Development consultants.” These people might use the latter phrase to refer to consultants who adhere to certain working assumptions and values commonly associated with the field of Organization Development.

Generalists and Specialists

Some people refer to specialists and generalists as overall, major types of consultants. They might refer to technical consultants as specialists. Many people would consider organizational development consultants to be generalists.

Whether management consultants are generalists or specialists depends on the nature of their services. The more specific the nature of their services, the more likely they would be referred to as specialists.

Functional or Focused Services

Recently, the terms “functional” and “focused” have been used to refer to servicing a specific system, function or process, for example, marketing systems, financial systems or information technology. Functional and focused activities are considered similar or the same as technical assistance.

Types of Consulting Can Overlap

The distinctions among the types of consultants can be blurry. For example, a management consultant or technical consultant might operate as an organizational development consultant if they work in a manner that affects a significant portion or all of the organization.

Also, each type of consultant might be needed at various times in a project. For example, if you are an organizational development consultant, you might work with a client to identify the most important problems in an organization. Later on, you might function as a management consultant to train and coach various leaders and managers during the change effort. You might also bring in various technical consultants to contribute their specific expertise to the change effort.

What do you think?

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Look for the articles in this series, including:

  1. What Do Consultants Do?
  2. How Do Consultants Work?
  3. Most Important Goals and Working Assumptions of Consultants
  4. Major Types of Consultants
  5. Internal and External Consultants
  6. Good Reasons – and Poor Reasons – to Hire Consultants

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

Information in this post was adapted from the book Field Guide to Consulting and Organizational Development by Carter McNamara, MBA, PhD. For training on consulting skills, see the Consultants Development Institute. For more resources, see the Free Management Library’s topic All About Consulting .

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

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How NOT to Do Strategic Planning!

Classic wooden chess board pieces

I got a call from an organization that was (as they said) “desperate to finally do good strategic planning.”

A Far Too-Common Approach to “Strategic Planning”

The previous two times they did “planning,” the organization hired a facilitator and:

1. Got Board members together for one retreat.

2. Word-smithed the words on their mission statement. (“Are our services ‘transformational’ or ‘transcendental’? Let’s break into small groups and discuss this!”)

3. Fantasized a very far-reaching, inspirational, feel-good vision statement. (“We’ll solve poverty in our lifetime!”)

4. Then asked the executives to come up with “some goals” to achieve that vision.

5. Then they left the retreat.

That’s Not Strategic Planning, That’s Fantasizing — and It’s a Delusion

The “benefits” of that approach to planning are

1. Board members don’t need to spend much time in planning.

2. The organization doesn’t have to do the work to actually analyze what’s going on outside the organization that might affect the organization

3. It’s easy and it feels good to word-smith words and fantasize visions — it makes “planning” fun!

4. The organization can feel like it’s “planning.”

5. The facilitator is liked a lot — at least for a while.

The Damage Caused from That Approach to “Planning”

The harm from that approach to “planning” is that

1. The organization is no better off in understanding what it needs to survive, much less thrive.

2. Planners cultivate the illusion that planning is one fun “get away.”

3. Planners become very cynical about “strategic planning.”

4. Consultants and facilitators begin to write that “strategic planning doesn’t work.”

What Strategic Planning Should Be Instead

If an organization:

1. Has not done strategic planning before — planning that resulted in an implemented plan.

2. Has many changes going on, outside the organization.

3. Has had several recurring issues in the organization, e.g., in finances, conflicts and turnover.

Then the “fantasy” approach to planning will only make things worse.

Instead, the organization should be doing issues-based planning.

What’s Issues-Based Planning?

In issues-based planning, planners:

1. Identify current, major issues.

2. Suggest strategies to address each issue (they might be right or wrong, but at least they get people focused on the issues and trying to do something about them).

3. Detail the strategies into action plans that specify who is going to do what and by when.

Some consultants might decry, “That’s not strategic!” What’s more strategic than addressing current, major problems so you can then accomplish a successful future?

For more information about issues-based planning, see Should I Use Goals-Based or Issues-Based Planning?

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.

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Words….sometimes hard to find? How to use great words for Reward and Recognition in your Call Centres

Young lady working at a call center

We can’t place enough value on the face to face interactions we have with our call centre staff. Making it a daily habit to ‘walk-about’ is a great one to establish early on when you’re leading a team. But ‘positive reinforcement’ comments can be double edged and you may be perceived as being ‘fake’ if you are spreading compliments around like cheap cigars.

Phrases like ‘great call there John’ or ‘way to make that sale Jenny’ don’t have much value to a call centre rep and provide very little satisfaction.

So what should I say?

First, telling them they had a great call is ok – but then go that extra step and tell them why it was a great call from your perspective. This is a hard habit to form, and I admit it takes practice – but it’s so worthwhile, and you’ll see that people take notice when you do it properly –and look forward to your comments.

Here are some examples:

“That was a great call you just had John, and I especially liked the way you acknowledged that Joanne (the client) was frustrated with the error we made, and that you offered to credit her shipping on the next one. It really shows that you were listening and cared about making the situation right’

“Hey Jenny – amazing job on that call, and what a great way to position that new product. Highlighting those special features was very smart –and made the client take a keen interest in the product. I’m going to share that with the whole team if you don’t mind”

See the difference – tell them why you are impressed, don’t just tell them you’re impressed.

Some quick and easy ideas for Reward and Recognition in your Call Centres

  1. A roll of lifesavers with a tag “You’ve been a lifesaver for our clients today” (you can even personalize with an example of what they did to make it even more meaningful)
  2. A package of mints – “Your customer service skills are worth a mint to us”
  3. A Mars bar – “Your quality is out of this world”
  4. A client commendation board where customer comments are posted with the call centre reps photo
  5. ……what’s your idea?

Let’s build a list of 100 quick and cheap ways to Reward and Recognize in the Call Centre. Once we get to 100 – I’ll post the entire list right here and you can start using all the great ideas people have shared

Help me add to this list by submitting feedback – or emailing me at kimvey@rogers.com

So this week – Rule #5 Make the comment you make meaningful – tell them why!

Feedback or comments: Share your ideas for low/no cost rewards and recognition in your call centres

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Welcome to the Quality Management Blog!

A welcome signage

I’m Brian Venge and I’m the host of this blog. You can read more about me next to my picture in the sidebar. This blog will be about various aspects of quality management, and will focus especially on practical tips and tools, including posts from guest writers. You can learn more about this blog by clicking on the About link just under the header.

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For more resources, see our Library topic Quality Management.
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Dancing With the Butterfly II — Leading and Working in Complex Human Systems

Close-Up of Butterfly on Leaf

Working with Human Systems

In my last post, I emphasized the importance of complex human systems–we live and work for our whole lives in and as part of them. I suggested model building, practice, and reflection on our practice as effective ways to understand them more effectively. Finally I described how the model we will be reviewing here evolved.

Our framing questions are: What are human systems? How do they tend to behave? What are their key elements and how do these elements tend to interact? How can we work in and with human systems to increase their business and human effectiveness?

We will now begin to address these questions by reviewing The Butterfly Model of Complex Human Systems, walking through its various sections, and referencing associated approaches and tools.

The Never Ending Story

Before we begin this journey however, one cautionary note: Models are helpful, but they are only models. They are helpful in that they enable us to clarify and communicate our thinking and focus our acting. They are “only models” in that all models are incomplete. So, in thinking about human systems, we are on a journey that will never end. We will never reach a state of fully understanding the complex systems around us. The work is about the ongoing learning journey and never about finding “the final answer.” To paraphrase Sisyphus, “the journey itself is enough to fill a person’s heart.” If we forget this cautionary note, we start to engage in creating doctrines and continually justifying them rather than in learning. To put it another way, “The problem is not in having models. They can be very helpful. The problem occurs when we forget that our models aren’t true!”

The Butterfly Model

Click on this link to see the Butterfly Model.

Figure 1 is a graphic of The Butterfly Model of Complex Human Systems. What does it suggest about them?

The Butterfly:

First and most obvious, the overall model is shaped like a butterfly. We shaped it that way to symbolize that, through our work with systems, there is always the possibility for them to transform themselves from what they are to something better, something more beautiful, as the caterpillar transforms into a butterfly. What we do as systems consultants is be with a system and help it see itself and how it is currently working/not working. In so doing we create a container (analogous to the chrysalis in which the caterpillar transforms) in which the system can transform itself.

Three Major Sub Systems:

Secondly, note that the model has three major sections–the two wings and the body. Each of these depicts one of the major sub-systems that comprise a human system. Those are the Face-to-Face System, the External System and the Internal System.

  • The Face to Face System consists of what happens in the room, in face-to-face interactions, for example, the conversations we have, the actions we take, the way we organize our work, and how we manage ourselves as teams.
  • The External System is our larger outer world—our organization, the business we do, and our environment (marketplace, economy, etc.)
  • The Internal System includes the thoughts, feelings, beliefs, and deeper stories we all have inside us.

The algorithm for leading in human systems is 1=3. In any human system, all three of these sub-systems are in constant interaction. When you are working in a human system, be it leading, coaching, or consulting, although you are usually focusing primarily on one sub-system, aspects of all three are present, interacting, and exerting influence on what happens and upon the outcomes the you and the system create.

In my next post, we will talk about ways we experience these three subsystems and how we can learn to “see” them more clearly.

If you want to explore leading and working in humans systems further, feel free to contact me.

Meanwhile, good journey…

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Steven P. Ober EdD
President: Chrysalis Executive Coaching & Consulting
Partner: Systems Perspectives, LLC
Office: PO Box 278, Oakham, MA 01068
Home: 278 Crocker Nye Rd., Oakham, MA 01068
O: 508.882.1025 M: 978.590.4219
Email: Steve@ChrysalisCoaching.org
www.ChrysalisCoaching.org

Steve is a senior executive coach and consultant. He has developed and successfully uses a powerful approach to leadership coaching, Creating your Leadership Story, which enables leaders to make deep, lasting improvements in their leadership effectiveness in short periods of time. He and a group of partners have created a breakthrough educational program, Coaching from a Systems Perspective, in which you can significantly enhance your abilities as a systemic leadership coach. See http://SystemsPerspectivesLLC.com

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Coaching Tip – How to Give Effective Appreciation

A coaching session between two persons

When I work with my coaching clients, we discuss the power of expressing consistent appreciation to others. Most people value appreciation and yet do not get the appreciation they feel they deserve – be it employees, associates, customers or family members.

Here are 3 tips for giving effective appreciation to others:

1. Be sincere – when you are genuine, you will have a positive impact on the receiver

2. Be specific – use these two questions to give more effective appreciation:

What do you like, admire or respect in the other person?

Why do you feel that way?

Then state the accomplishment, achievement, trait or quality you have evidenced or observed.

3. Be brief – too many words dilutes the impact of the message. Being clear and succinct will have a more positive effect.

Who deserves your sincere appreciation today?

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

Pam Solberg-Tapper MHSA, PCC – I spark entrepreneurial business leaders to set strategy, take action, and get results. How can I help you? Contact me at CoachPam@cpinternet.com ~ Linkedin ~ 218-340-3330