Smart Money Training

Smart-money-training
Smart training solutions - inexpensive and home grown.

Whenever there is talk about the lack of funding for training, there is talk of trimming the program or buying off-the shelf products. There are some smart solutions.

Michelle G. Rosenbloom, a colleague of mine on GovLoop and past guest writer, believes she has one or two smart money training solutions. Let’s see.

She presented her case on my training and development group page on GovLoop:

Ms. Rosenbloom generated some discussion about offering varying modalities/channels within the training world. The purpose being, to satisfy a multi-generational workforce. In order to effectively train employees, we need to offer the training session in a language they can understand. For some, that means hard copies and face to face training. For others, that means downloadable training modules on tablets, MP3 players, or computers.”

Here, she and I are on the same page to some extent.

Congratulations, you’re a multi-generational — multi-modality training machine. You’re willing to offer your employees a training solution that works for THEM.”

It is expensive to order from multiple vendors, but cheaper to do one-stop shopping.

But then she asks about money and asks if a company can invest in a “multi-platform training program.” I think she is implying: It is expensive to order from multiple vendors, but cheaper to do one-stop shopping. Most likely she is correct, but I don’t have any statistics either way. I think it depends on the company.

Believe it or not, I also agree there is a time and place for module training on issues that don’t change and on which you can monitor your employees actually using it, like government regulations or mandatory yearly training. Which reminds me I still have to take my yearly ethics training.

Do I need it? No, but every employee is every employee. No exceptions. I can have a CD for that or a website, which I do, and the program on the website reports back to management when I have completed and answered every answer completely. This one of those “multi-platform training programs” — except since my company is technologically-based for most of its training, although I’m not a hundred percent for technology either.

The big sell for Ms. Rosenbloom has to do with the multi-generational workforce and offering “varying modalities/channels.” I still think there are other ways, often in house, to reach that multi-generational workforce without breaking the bank.

Ms. Rosenbloom has her view:

Now let’s talk about the money: Is this even possible from a financial standpoint? Can a company invest in a multi-platform training solution; one that ranges from hard copies and CDs to downloadable materials and E-learning modules?”

CDs are good for one time.

Her answer, of course, is “ABSOLUTLEY.” What she means is, if there is a way, her company will find it through “pay-per use” and “enterprise pricing options.” Sounds kind of sound like a sales pitch. I could use some examples. I’m sure it works for the right companies that don’t have time to seek out the cheaper in-house communication they can develop more cheaply themselves.

Carol Davison, also a GovLoop colleague, said she agrees with Ms. Rosenbloom “to some extent.” She says.

For example, although I might have on-line training I can’t imagine why I would DEVELOP CDs for training. It seems that as soon as the training is altered, or after its first iteration, the CD would be obsolete. One organization I know did exactly that and had to re-contact everyone to whom they sent a CD to ensure they were discarded.”

In-house blogs that cover a variety of subjects to employees. One, they learn peripherally what others are doing in the company. Two, training updates can be included with contacts for more information or individual training.

In short, Ms. Rosenbloom is marketing. By all means, check out what she is doing; she may have something there. We all do it if we want to make a living selling training products and services, and we are not company trainers. Myself included.

My idea of selling my product is to demonstrate that I am a knowledgeable person through writing or speaking on a variety of training ideas, which is what Ms. Rosenbloom is doing. The key difference is that I don’t have off-shelf products to sell, and I don’t agree her method is smart money training without seeing the stats or other evidence. She is talking about leasing a system of training you pick out for a specific amount of time thereby you aren’t buying the modules but the company takes care of that for you. Sometimes companies do that to afford fancy copy machines.

I pride myself on customizing my training solutions. But then I’m low upkeep. My overhead is slight in comparison; there is just me. I only have me to sell. What I think based on my unique experience, none of which includes sales. And I can help in the simple idea compartment and train in-house trainers to give dynamic presentations. However, customizing as I do takes time–too much time for companies in a hurry. I’ve missed many a lucrative offer because I couldn’t prepare two days worth of training in a few hours.

Training involves people’s moods, attitudes and desires. Given a CD, for example a portable source of training, is easily lost or forgotten “accidentally on purpose.”

Employees want to interact with the trainer.

Interactive media like tablets or pads get more attention, and can be specialized to receive training updates. I developed what I called a “donut hole” video magazine for training that had built in places that could easily be replaced with newer updated information. Something like that could also work with a pad or tablet or computer program that provided just the updates, which I think people are more likely to put themselves through. Just a reminder. Employees are more attracted to a dynamic speaker or actors demonstrating a scenario than words on the computer.

This may be a more expensive way to go for some, but for others the portable mediums don’t work, depending on the workforce. Managers hate training as much as anyone.

Blogging and short videos are making a big splash now and are easy to produce. Applications for just about anything are available at a very reasonable price. Even having someone develop a specialized app for you may not be that expensive. If you check it (without your training manager) out make sure experience trainers are helping with your decisions.

Even self-published e-books can be published in house for free with technology available for free on the Internet. People who want to be successful, at the top of their game, are constantly searching for these sources. Having someone do that for the company and recommend links, etc. would point out the top performers and those who didn’t care. Not a bad thing to know.

Not quite the same as a company blog. Trolling for information in short bits (a blog) is a current business trend that employees are getting more used to every day. My blogs on training and development generally averages #2 on Google’s most viewed sites in the area of training, next to ASTD. I’ve had days when I have surpassed that so I know people want the advice, the how-tos, and commentary (I tend to write more commentary) on what is out there. How-tos are necessary, too, for new companies.

In fact, I wouldn’t mind a guest writer to talk about the basics (check the categories). I am fortunate to have had several international inquiries as well as national looking for how-tos, and some universities using my articles and guest writers’ articles for discussion points in their graduate classes.

For more resources about training, see the Training library.

By the way, I started the Training and Development group on GovLoop, which has some 60,000 members. This Free Management Library’s training and development blog also feeds to it directly.

But let’s not forget the Free Management Library, in general, which I’m sure gets many more hits than GovLoop and reaches more people in a variety of businesses, many not affiliated or associated with the government. As always, you can guest write on this site. We feature all views as long as they aren’t promoting one products. Writers and their companies are given full credit via links. We only ask that you link back.

This is me marketing.

My best-selling short e-book, Cave Man Guide to Training and Development continues to sell well and I have plans for similar books based on this blog. The link takes you back to the publisher, but you can find on most famous e-book sellers.

Check out Harry’s Reality, an e-novel of the near future.

Meanwhile, keep an eye out for my next two e-books on theatre for an out-of-the-box experience. These books are really about creative and critical thinking using the acting, directing and criticism as the vehicle for expression. Harry Bolls for President!

Happy training!

Meeting the Requirement for at Least 3 Proposals to Get Funding

business-people-meeting-

Funders often require a grantee to get at least 3 proposals from consultants before the funders will fund a project for the grantee. That approach is meant to help ensure that the grantee selects the best and most cost-effective consultant for the project.

As we know, some grantees already have their favorite consultant, and so they “game” the system, i.e., they keep seeking proposals until they have at least two that don’t match the quality of their favorite consultant’s proposal.

Here’s the conversation that I very recently had, almost word -for-word. I thought it might be amusing to you.

Carter: Authenticity Consulting, may I help you?
Caller: I need a quote for strategic planning.
Carter: Sure, I just have a few quick questions first.
Caller: I just need a quote.
Carter: Well, you’ll get quotes from consultants that are between $500 and $20,000, depending on your situation. I can narrow my quote if I can ask you some questions.
Caller: I really just need a quote.

(Carter’s suspecting she just needs any old quote so her funder gets the required 3 quotes.)
Carter: Have you used a facilitator before?
Caller: Yes, and she worked out quite well.
Carter: Is she giving a quote to you, too, now.
Caller: Yes.
Carter: Does your funder require 3 quotes?
Caller: (laughing) yes, it’s such a pain.
Carter: Then I’m really not interested in giving a quote, just to satisfy your funder.
Caller: Can you just give me a number and we won’t get back to you?
Carter: (smiling to himself, because he’s going to low-ball their favorite facilitator) Sure, $500.
Caller: Thank you! (and she hangs up).

(Carter knows the caller will have to call him back, because she didn’t get a proposal from him.)
A few minutes later, the caller calls him back.
Caller: I guess I need a written proposal from you.
Carter: That would require a lot more information from you.
Caller: Can’t you just send any proposal?
Carter: Sure, but if I make my quote to be $500, that’ll be cheaper than your favorite consultant, and your funder will want to hire me instead.
Caller: (By now she’s getting irate) Then just increase the quote. Look, we really just need one more quote.
Carter: (Playing with her, by now) So what’s in it for me to take the time to do a proposal for a project that I’m not going to get?
Caller: Do you know any other consultants who could give us a quote?
Carter: I wouldn’t do that to any of my colleagues. I’m going to hang up now.
Caller: Goodbye.

Wow.

See these topics in the Free Management Library:

  • Organizational Change
  • Organization Development
  • Consulting
  • Follow Eight Core Ideas to be a Great Grants Proposal Manager!

    Much has been written about the core beliefs of great managers and CEOs. Many of those core beliefs can be directly applied to grant proposal managers. There are eight fundamental core beliefs that I think are highly appropriate for nonprofit grant proposal managers to follow.

    1. Proposals are an ecosystem, not a battlefield
    Developing a grant proposal is not like going to war, and it need not involve conflict and aggravation. Great proposal managers build teams that thrive on cooperation and partnerships, even with competitors. To build such relationships, treat your proposal team members like colleagues. Provide them with direction and support and help them succeed.

    2. An organization is a community, not a machine
    Members of proposal teams are professionals, not cogs in some impersonal machine. Great proposal managers help inspire team members to help each other and their organization, not treat each other as expendable parts. Proposal development often involves long hours, tough deadlines, and nighttime and weekend work. Within your hectic schedule, be sensitive to team members’ schedule and workload.

    3. Management is primarily a form of service, not control
    Proposal teams work best when they are not micro-managed. Great grant proposal managers set a general direction, coach and mentor provide team members with needed resources, and help them succeed. When your teammates become stars, you become a star. You can coach and mentor your team by:
    • Holding a kick-off meeting to start the proposal effort.
    • Conducting a training session at the beginning of the proposal effort to orient everyone, provide direction, and set expectations.
    • Having frequent meetings with the team to check progress and provide advice.
    • Frequently meeting one-on-one with team members to review their work and provide advice.
    • Communicating face-to-face as often as possible.
    • Adding “mentoring” and “coaching” to your job description.

    4. Proposal team members are colleagues, not children
    Team members are not immature, inferior beings who cannot be trusted. Great proposal managers treat their colleagues with the respect due professionals and adults. Proposal development often is a frustrating process, but that is no excuse to yell, belittle, and undermine your colleagues. Patience and restraint will go a long way to building collegial relationships.

    5. Motivation comes from something positive, not from fear
    Good proposal managers do not strike fear in their teams or manage through threats. Instead, they inspire the team to perform well by forging a culture that thrives on cooperation, support, the sharing of knowledge and resources, and that expects great things from everyone.

    6. Change leads to growth, not pain
    Change is inevitable and need not be upsetting or threatening. Great grant proposal managers help their proposal teams make the kinds of changes that lead to the submission of winning proposals.

    7. IT offers empowerment, not control
    IT can be used to monitor proposal teams, but that is not an important function. Great proposal managers use technology to help teammates achieve their goals and build better relationships.

    8. Work should be enjoyable, not just toil
    Great grant proposal managers try to help teammates work in ways that will lead to satisfaction and even enjoyment. Find ways to enjoy your work and achieve balance in your life. When was the last time you took a long walk in a beautiful park and smelled the flowers?

    Great grant proposal managers have great core beliefs, which they use to develop highly competitive proposals. Having a sterling vision is not enough, but successful proposal managers must find ways to use the workplace, their organizations, and team dynamics to accomplish an ambitious goal. And what could be more ambitious than developing a winning grant proposal from scratch?
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    Dr. Jayme Sokolow, founder and president of The Development Source, Inc.,
    helps nonprofit organizations develop successful proposals to government agencies.
    Contact Jayme Sokolow.
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    Have you seen The Fundraising Series of ebooks ??
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

    S is for Storytelling

    A business woman writing on a white board while presenting

    Many of my clients are scientists, engineers, and accountants. They are always interested in making their content more compelling, but when I mention storytelling as a technique, I sometimes get a funny look. It’s as if they are saying, “What? You mean I should tell a story while giving a presentation? You must be kidding, right?”

    Maybe you have heard you should use stories to bring your content to life, but aren’t sure why or how storytelling adds value. You might even wonder if using stories is worth the risk of looking silly, or worth the time it will take to learn to do it well. Here are some of the compelling reasons why I think it is worthwhile to use stories and storytelling in your presentations.

    Top ten reasons to include stories in your presentations:

    1. Makes your presentation more interesting. Sure, those numbers are fascinating to you, but others may not think so. Adding a story can bring the numbers to life, and make them more compelling. For example, instead of dwelling just on dollars during a fund-raiser, bring in the human-interest stories about why the money is important.

    2. Engages the audience. It is pretty easy to daydream through a data-driven or technical presentation. But when a story begins, we get drawn in. Think about watching a boring television program when all at once the advertisement comes on. The ad uses story, dialog, character, and sounds and music to tell the story. You are drawn into the story despite yourself.

    3. Increases retention. We remember very little in the way of facts and details; only about 10% of what we hear. But when you tell a story and engage the emotions and the senses, we tend to remember more. If you doubt it, think back to some of the childhood stories you loved as a child, and see how much you can remember. Now, compare that to the last meeting you attended. My guess is you actually can recall more of the old story than the new content without a story.

    4. A more subtle way to make a point. Tell me what I “should” do and I get defensive. Tell me a story and I get pulled in and the lesson sticks. Any parent of teenagers probably knows this one; but it can be very effective. “Here’s what happened to someone I know….”

    5. Can add a touch of humor. You may not be able to tell a joke, and perhaps you shouldn’t, but you can add personal interest and humor. Choose stories or anecdotes that are true to you, that always get a good laugh, and that can help illustrate a point you are making. In stories, you can be silly or playful, and it is OK because it is part of the story.

    6. Provides illustration. When a speaker tells a story, I can easily imagine myself in the situation. What would I do? How would I feel? This is a great way for me to “see” the situation rather than just hearing facts about it.

    7. Humanizes the speaker. When you tell a story about a mistake you made, or a problem you were experiencing, you take away some of the distance between you and your audience. You may be the subject matter expert, or the boss, but at a human level we share similar experiences and reactions.

    8. Makes material believable, “real.” If I am telling you how to overcome objections, I may give you a procedure or process. But when I share an example of how it worked (or didn’t) for me, it demonstrates that this is real, not theory.

    9. Motivating; we can learn from others’ mistakes. One of the areas many of my clients work in is safety training. For many, this is mandatory training, and something they have heard time after time. All the data in the world won’t help if it goes in one ear and out the other. But insert a story about something that went wrong, or almost went wrong, and it makes us perk up our ears. I learn the lesson vicariously, and it sticks with me.

    10. Sets the tone. When you open with a story, you send a powerful signal that your presentation is going to be different, more interesting and engaging. Especially if you content is perceived as dry or difficult, you have already raised the bar from the run-of-the-mill presenter.

    As you can see, telling stories as part of your presentation is a powerful tool. If you are reading this you probably don’t consider yourself a “natural” storyteller. Truth be told, sometimes natural storytellers don’t choose the right stories, and they don’t always connect them to the content as well as they could. You can learn to use stories effectively and appropriately. Next time, we will discuss the do’s and don’ts for telling stories in your presentations.

    Until then, I would love to hear from you. What advantages do you see in using stories in your presentations? If you are not a “natural” storyteller, how did you learn? What advice would you give others who want to use storytelling in their presentations? Drop me a line and let me know what you think.

    Align Your Gifts, Passion, and Purpose

    happy-cheerful-business-people-posing-office-hallway

    I’ve given presentations on spirituality at work to groups all across the country. Since spirituality means such different things to different people, I like to share a framework to help people understand one way to work spiritually. I offer this framework in my first book, “Path for Greatness: Work as Spiritual Service”. In the chapter on spirituality vs. religion, I share a diagram for aligning your gifts, passion, and purpose in loving service for others.

    Below is a video from a presentation I gave to a group of business people who really appreciated learning my approach to spirituality at work.

    In this video I share my framework for how you can show up spiritually in your work. You’ll hear one of my favorite stories of a young manager who learned what loving service is all about.

    Enjoy the video and spend some time this week thinking about how you are, or are not, aligning your gifts with your passion and purpose.

    http://youtu.be/2kJXBchNJjk

    The Light within me Radiates the Light within you.

    – Namaste

    ********************

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

    ——————

    Linda J. Ferguson is the Author of Path for Greatness: Work as Spiritual Service”.

    Share this blog post with friends and colleagues if it spoke to you.

    BUY NOW Linda’s 10th Anniversary edition

    Sign-up on Linda’s website- www.lindajferguson.com to receive valuable materials to accelerate your personal and professional mastery.

    Back to Basics for Training the Board

    top-view-co-workers-planning-strategy

    What does a new Board member of a non-profit or for profit organization do to achieve change and growth. There are three main keys to success I discovered. The story first.

    I’ve just been named to the Board of Directors of a non-profit organization and want to move the directors in a direction beyond what they are used to for some 40 years. Of course, the Board hasn’t had the same directors that long.

    In fact, to invigorate the lackadaisical situation, a few new board members were named and the stone-wallers (those members that didn’t do anything) asked to leave; however, the attitude remains about the way things have been done have been for as many years.

    I was asked to come on board to change attitudes about production and take charge of that aspect, while working for the Board president and other members of the Board as applicable.

    Now, the question is: how do you change attitudes?

    You can only change an attitude by getting someone to accept change. Accepting change is hard, but it is the only way. You can provide as much of your background and experience as possible with the hope the Board would want you to suggest changes or introduce new ideas. That may come with a cost.

    To the Board, it may make you appear more of an egotist than someone that really wants to work.

    There are three basic tactics to bring them to your side and actually accomplish why you took the job.

    • Woo them. Try to be seen as a team member rather than superman who can do anything. Be a helper. Don’t try to change too fast. I hate slow but it’s necessary. Listen a lot and don’t judge. This requires patience, but you’ll gain followers not enemies who always shut down your proposals.
    • Wow them with work you do your way. Don’t broadcast it–just do it. Give the team credit for the job done well. You’ll be giving credit to people who are seeing positive results to the way you wanted them to in the first place.
    • Work them. See if it’s time to modify the bylaws. Wait for someone else to suggest it. With your latest success or successes in mind, the president of the Board may do it. Even better. Be quiet at first (look like you’re deep in thought). Let other Board members look to you now for so some of processes and techniques to put in the by-laws.

    Congratulations. You are now one of them.

    Maybe it wasn’t as fast as you like but it works.

    Next, is expand into new areas in the new business with the Board on your side.

    Much of the work may be being done by the Board members themselves; the Board should work, but it should also be making sure others are recruited to work for or with them in specialized areas, having able assistants who can attend meetings in their places. In other words, a single Board member may be responsible for ensuring meetings are scheduled consistently, and if time and place have to changed, word can be sent out as soon as possible.

    I have seen Boards where people have been named to the Board to give the company credibility, not enhance the company with its advice and oversight. There is a lot of information on building a Board, however, I think you can put it simply. Think what you need and assign people to make it happen.

    The first question I asked the Board members when I was introduced formally was why and how they came to be on the Board. No one said they were to enhance the image; they genuinely seemed to care and everyone seemed forthcoming, but it seemed I was the only individual Board member who had an agenda; this Board’s agenda seemed due for a facelift.

    For more resources about training, see the Training library.

    A Variety of Thoughts on Donor Recognition

    Businesswoman lost in thoughts

    There are many different types of recognition programs, the most effective of which are often the face-to-face variety. Sometimes, the best form of recognition is a handshake offered by the appropriate person.
    ====================

    Another form of recognition that can touch a donor is a personal note from someone who has been impacted by the donor’s gift.
    ====================

    Recognition programs should be tailored to the needs of the programs being supported, the needs of the donors and the circumstances. The potential for these kinds of recognition programs is limited only by the limits of your creativity.
    ====================

    Speaking of Creativity, your website could be a great place to provide donor recognition. I don’t mean a page with lists of names. I’m thinking of the same kind of articles that’d go in your newsletter … about how a donor’s gift made a difference; a photo of a donor being thanked/congratulated by a highly recognizable, highly regarded person; a photo of a donor being inducted into your “honor society.” Again, the potential is limited only by the limits of your creativity.
    ====================

    Caution is urged for the creation of a permanent, wall-mounted, visual display. Use your wall space judiciously. It’s not infinite.

    Typically, wall-mounted recognition is reserved for major gifts for capital campaigns, estate gifts, etc.

    Many of the wall-mounted, permanent, recognition modules are impressive and well worth the money. But…. only under the right circumstances.

    Using impressive wall-mounted displays for everything detracts from their significance.

    When getting advice as to the type of recognition you might want to use for a program, don’t rely on vendors. Their advice must, by its very nature, be self-serving…. Not that they’d be dishonest — just that there’s a built-in bias.
    ====================

    Many institutions divide their gifts along arbitrary lines for recognition purposes:
    $1-$100=Friend; $101-$500=Good Friend; $501-$1,000=Very Good Friend;
    $1,001-$5,000=Bosom Buddy; $5,001-$10,000=Blood Brother/Sister; etc.; etc.

    The problem with that system is that it assumes every donor wants/needs to see his/her name on a list and/or wants/needs everyone else to see his/her name on a list. Some donors might even object to having their names listed.
    ====================

    Any thoughts about recognition?? I’d be pleased to address your comments in a future posting.
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    Have you seen The Fundraising Series of ebooks ??
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    Have a comment or a question about starting, evaluating or expanding your fundraising program? Contact me at Hank@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, I’ll be pleased to answer your questions.
    =-=-=-=-=-=-=-=-=-=-=-=-=-=
    If you’re reading this on-line and you would like to comment/expand on the above, or would just like to offer your thoughts on the subject of this posting, we encourage you to “Leave a Reply” at the bottom of this page, click on the feedback link at the top of the page, or send an email to the author of this posting. If you’ve received this posting as an email, click on the email link (above) to communicate with the author.

    GoDaddy Does Online Reputation Management

    three-happy-businesspeople-using-gadgets-office.

    Editor’s Note: The following apology email, sent by GoDaddy CEO Scott Wagner after customers lost service for some six hours earlier this month, is the second seriously high quality piece of online reputation management that we’ve shared with you recently. His plain language, paired with a more-than-generous full month’s credit for GoDaddy’s web hosting services, far surpassed stakeholder’s expectations and stopped complaints from upset customers in their tracks. While it may not be entirely surprising coming from an innovative firm like GoDaddy, fact is that millions of dollars in revenue are lost every year by companies who refuse to take the steps necessary to protect their most valuable asset – reputation.

    Dear XXXX,

    We owe you a big apology for the intermittent service outages we experienced on September 10 that may have impacted your website, your email and other Go Daddy services.

    We let you down and we know it. We take our responsibilities – and the trust you place in us – very seriously. I cannot express how sorry I am to those of you who were inconvenienced.

    The service outage was due to a series of internal network events that corrupted router data tables. Once the issues were identified, we took corrective actions to restore services for our customers and GoDaddy.com. We have implemented a series of immediate measures to fix the problem.

    At no time was any sensitive customer information, including credit card data, passwords or names and addresses, compromised.

    Throughout our history, we have provided 99.999% uptime in our DNS infrastructure. This is the level of performance we expect from ourselves. Monday, we fell short of these expectations. We have learned from this event and will use it to drive improvement in our services.

    As a result of this disruption, you will receive 30% off any new product or renewal.* This offer will be available to you for the next 7 days. Simply place source code Apology4a in your cart or mention the code when you call 480-505-8877.

    It’s an honour to serve you. As always, please call us 24/7 at 480-505-8877 – anytime, for any reason.

    Sincerely,

    Scott Wagner
    CEO
    GoDaddy.com

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    For more resources, see the Free Management Library topic: Crisis Management
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    Great Reads This Week in HR

    Two-people-talking-during-work-hours.

    After seeing an info graphic earlier this week, I planned on writing a post in response to it. The info graphic can be found here and it depicts the biggest time wasters at work. At the top of the list of time wasters is talking to co-workers. This is very topic, I was going to write about; however, I found that my thoughts have already been articulated on Wally Bock’s Three Star Leadership Blog So I encourage you to visit his blog this also.

    This wasn’t the only good read of the week. Take a look at these as well.

    Unemployment is a Larger Barrier to Employment Than Criminal Record Published on 18 September 2012 by Nick Fishman on the EmployeeScreenIQ Blog. This blog talks about the results of yet another published info graphic which can be found here.

    Creating a Meaningful Workplace: It Doesn’t Happen by Messaging Alone Jerry Holtaway on Sep 20, 2012 on TLNT This is number eight in a series. Check out the others as well.

    Unlearn Your Helplessness By Suzanne Rumsey · 09.22.2012 posted on Fistful of Talent.

    What did you read this week?

    For more resources, See the Human Resources library.

    Worried About Mass Shootings? Think Prevention

    handsome-thinking-serious-young-man-sitting-office-coworking

    Editor’s note: Author Rick Amme’s own words best sum up the focus of this important guest article – “Unpleasant as this is, it is something you have to think about in a position of leadership: prevention, not just response, when it comes to shootings in the workplace.”

    Worried About Mass Shootings? Think Prevention

    As a leader, you worry that your employees can respond to a disaster, especially a mass shooting. Active shooter responses such as, in priority order, RUN – HIDE – FIGHT can save lives. But you may overlook something terribly important when it comes to planning for these rare, but awful, events: prevention – a fact made frighteningly clear in a seminar led by August Vernon, operations officer for the Forsyth County (NC) Office of Emergency Management.

    Get this. According to the FBI, 81% of the time before a mass shooting the shooter gives clues to others of what he is planning. Vernon says there is NOT a single profile that fits the shooters, but there IS one thing they have in common: similar behaviors. If your organization knows this pre-shooting conduct then you have a better chance of identifying the attacker before he acts. That takes on added importance when you realize that most of these shooters plan their assaults and do not act impulsively.

    Common behaviors of potential shooters in the business world are these:

    • Problem employee
    • History of violent behavior
    • Intimidates others
    • Substance abuse
    • Open or veiled threats
    • Obsessed with the job but is not a good employee
    • Loner
    • Us vs. them attitude
    • Can’t take criticism
    • Holds a grudge
    • Preoccupied with guns and gun publications
    • Shows weapons to friends
    • Interested in past acts of violence
    • Tends to be a white male between 30 and 50 years old

    The characteristics are similar for school student shooters and, like adults, 8 out of 10 of them plan to die during their attack. Vernon said they tend to strike during the first hour or period or at lunch.

    Post-incident interviews reveal many are mistaken about the shooter:

    • “He just snapped” – rarely is that so
    • “No one knew” – almost never the case
    • “He didn’t fit the profile” – there is no profile
    • “Most kids have issues” – true, but shooters have severe difficulty coping
    • “We did everything to help him” – no
    • “He never touched a gun” – most shooters’ weapons come from home
    • “He planned it alone” – others often help
    • “If only the SWAT team had been there or we had a metal detector” – most shootings are over before SWAT arrives, metal detectors have not deterred determined shooters.

    August Vernon said that the best deterrence of violence at schools comes from having School Resource Officers, armed officers, and a zero tolerance for bullying. He questioned the automatic tendency of schools to lock down when there’s a threat report. He said that if his own children were aware of shooting in their school he would want them to run for their lives and not hide under desks where they’d be sitting ducks.

    Finally, why do these mass shooters do it? Vernon says it’s usually anger or revenge over perceived persecutions, slights, and injustice combined with the desire for fame and recognition.

    In the years I have worked in crisis management almost all the comments by clients about shooters have been about how they would respond. Unless I brought it up I can’t recall anyone talking about how they would try to avoid violence in the first place. After this seminar, prevention is going to be on my mind more than ever. After this article, hopefully yours.

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    For more resources, see the Free Management Library topic: Crisis Management
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    Rick Amme is president of Amme & Associates, a media/crisis management company in Winston-Salem. He is also a member of the Business Journal’s Editorial Board of Contributors. Reach him via www.amme.com, rick@amme.com or (336) 631-1855.