Impact Investing continues to garner a lot of attention, at Davos, at the Clinton Global Initiative, at the G8 Summit, and at social enterprises big and small. But it’s still having little financial impact. For now, big institutional investors are not participating. Until they do, impact investing will remain small. Continue reading “Impact Investing: Still Small Fish In Big Pond”
We all know people who follow their supervisor’s every whim – blowing the way the wind blows. For some reason, you can’t do that. You’re too independent, too creative, but competent nonetheless. Still, you’re being set up to fail. It’s all about money you can’t control–money that should be yours. It makes you want to cry.
They are everywhere. The paranoid “they.” Snakes. Worms. Rats. Not real ones, mind you–the human kind. Or, do you think that it is fine to follow the supervisor’s every whim without question – blowing the way the wind blows? Being a snake in the grass? Telling tales? Spying for the boss to curry favor? Office politics, some people call it. Should we make colleagues look bad by setting them up? After all, it’s just business. Back stabbing, others call it. Some would even call it bullying, which was a point in an article in GovLoop recently. Supervisors bullying in the workplace. Why must we all struggle for position?
You know your colleagues. You think you are safe, going to make friends–even a confidant or a love interest. Be careful. What may have been in the past, may still be in the past. Depending on your organization, maybe you’re not going to make a true friend or confidant. The truth is that friends in the workplace may be rare in this current economy. It’s not really their fault, but beware.
These same colleagues act as friends, sometimes from the moment you join the organization. They are sizing you up to prevent their own fall or to preserve their own position. They encourage you to do what they would like to do and then deny their part when your actions blow up in your face.
You know what they say, “There’s no crying in baseball.” Well, “There’s no crying in the workplace and don’t count on co-workers to be friends or confidants.” I hate saying it, but it is the only way to stay safe in your job.
So, when did the office become survival of the fittest? Is it the economy? I thought it was coming back. Are we expecting changes to make it leaner and meaner? It’s certainly meaner.
Here’s the basic problem: we lack of confidence in our employers to do right by us, to take care of us like they should. I have to admit I always felt the military had my back–even in the Reserves. In civil service, I didn’t really know whom I could trust, although I was more sure in Central Office in Washington. Maybe, this is more a phenomenon of a smaller workplace. Regardless, it shouldn’t be happening.
How did we get that way? How do we stop it? Why did we allow it to happen? How do we fix it, if it’s not too late? So many questions, so few answers.
We got there because we are insecure and we want more of the American economic dream we were promised. We can’t deny the huge gap between highest management and most of the workforce. Why is the economy in the shape its in? I wouldn’t blame just the banks or the stock market.
Huge corporations with eyes only towards making money are like the bombers who bomb a plant or a city; they don’t have to see the damage that is done to the people. Another 50 years and we’ll have a gap large enough to be a third world nation.
The Contributor says it all about the plight we’re in. “In 1965, the average CEO made 20 times the average worker. Now the ratio is 273 to 1, meaning the average CEO makes in a day what their workers make in a year.” Click on the link for more.
Workers in the Federal government are struggling for their positions, too, and living in workplace hell. According to an official report quoted by every magazine and newspaper with an eye toward government workers. Fewer and fewer Feds like their jobs and that’s been happening for the last three years. Look at the stats for yourself. Less than half of federal employees believe they will be rewarded or promoted for doing a good job, according to the latest government supported analysis. Government Executive Reports say, forty-three percent, or four out of every 10 federal workers, said they thought they would receive performance-based awards or better job opportunities at their agencies. For more information, see this entire article, Government Executive Reports, Majority of Feds Don’t Believe Agencies Will Reward or Promote Them.
How do we stop it? Corporations and Congress have been sent many hints in the form of letters, articles, protests, books and even a number of blockbuster films; yet, lobbyists still get paid big bucks to hang around government official, not only to protect corporate interests, but also to influence government decisions affecting their diversified corporation, which is the lobbyist’s job, of course. All this despite the fact that you probably need a degree in corporate law to figure out the diversification and appropriateness of a lobbyist’s contact with certain government officials is ludicrous. We continue to let lobbyists continue with our support. And corporations continue to send operations overseas, raise salaries and bonuses at the top, while letting the workers know they are lucky to have a job in this economy. So, we need to be more proactive than we are. We have to challenge more, not just complain on Face Book.
Why did we allow it to happen? Believe it or not, there came a time when we trusted corporations to self-regulate, usually at the behest of our government.
Some time ago, corporations raised the glass ceiling, but not the pay, so we should be partially grateful for that. Before that–corporations had pay levels that were more equitable, but then something happened. Maybe it was media attention or a drive to boost shares and suddenly we see CEOs and presidents making the equivalent of movie stars and sports figures to do the same as the person before him.
Did it ever occur to anyone, that if paying that much money to one person doesn’t give the company the return it needs, it has to come from someplace within the company? That is if the company still wants to look profitable and sound for investors. Where does the money came from to pay the “expensive executives?” The money that could have been invested in incentives awards and promotions, the kinds of things that people look for in a job. If paid to employees instead of one man or woman (glass ceiling), the spending by these employees is what helps the economy.
Part of the fix is found in this evaluation from Gallup’s Workplace Jedi on How To Fix Our Employee Engagement Problem, although I am a bit skeptical. Why? Because I’ve heard these words before. In Management and Leadership 101.
Gallup asks, “What’s causing 7 in every 10 workers to disengage and under-commit themselves at work?” That sounds even worse than the Feds. Gallup’s chief scientist on workplace management and well-being, Jim Harter, describes the most effective managers as being deeply caring–and capable of seeing, supporting, and adjusting to the differences in people. “They help people build jobs that fit them as an individual person, while still helping them get to the outcome they need from an organization perspective.”
Harter is describing a perfect leader and manager, of course, one without mandates from above, and assumes everyone under his or her command is willing and competent worker. I do believe the worker is deserving of this kind of treatment and it will help those dedicated to working.
For me, fixing the bigger problem is capping, for now, the huge executive salaries with an eye toward reducing them in near future. Without that, the workers have no future. And, that’s something to cry about. That’s my opinion anyway. Happy training.
This commentary is my opinion alone and The Free Management Library is not in anyway responsible for its content. I have written several articles of a similar nature. I tend to look at training, the workforce, business management, leadership and communication from a slightly different perspective than you might expect. I published an ebook called The Cave Man Guide to Training and Development in which I explain my reasons for looking at training and development in a different way. I look at it from the outside looking in, from the worker side, from the management side, from the trainer’s, and sometimes from the psychological side. I encourage others to talk about what they think about certain aspects of training on this website as long as they keep it generic. We’ll link to their site, and I hope you will comment here.
Take a peek at my site and you’ll find out more. By the way, I have an e-novel, Harry’s Reality, published by both Smashwords and Amazon. Like my other books, it is available in any digital format for the same price and also available through your own e-book reader bookstore. It’s a glance at what the future could be like if we stopped talking to one another and let the devices take over.
For more resources about training, see the Training library.
When Microsoft announced that its upcoming Xbox One game console would require a once-daily “check-in” online, as well as severely restrict the ability to play, trade and sell used games, it set off an explosion of outrage among the gaming community, a community which consists of some of the most heavy-spending, brand-loyal and vocal consumers out there.
Immediately, lists like this one, found in Reddit’s popular /r/gaming forum, began to propagate, along with other, far more vicious material and countless memes slamming Microsoft. Microsoft’s main competitor in the gaming market, Sony, even got in on the act, publishing a video that mockingly shows how to share games on its just-announced Playstation 4:
Well, Microsoft hasn’t become the leviathan it is today by making stupid decisions, and after taking a week to sift through the conversations online, as well as conduct what we’re sure were some rather frantic XBox dev team meetings, the company announced that it was reversing its policies on sharing and required connectivity. Here’s a quote, from the official statement:
Since unveiling our plans for Xbox One, my team and I have heard directly from many of you, read your comments and listened to your feedback. I would like to take the opportunity today to thank you for your assistance in helping us to reshape the future of Xbox One.
You told us how much you loved the flexibility you have today with games delivered on disc. The ability to lend, share, and resell these games at your discretion is of incredible importance to you. Also important to you is the freedom to play offline, for any length of time, anywhere in the world.
Microsoft went back to the most basic of Crisis Management 101 tenets with this one; if your stakeholders are ticked about something, and you’re able to change it, do so! Sure, the always-fickle internet gaming community is going to rumble, grumble, and trash talk Microsoft a bit more, but the reality is that the reason many said they would refuse to buy the XBox one has been nullified, putting Microsoft firmly back in the competition for top next-gen console.
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
The revelation that some disabled Goodwill workers make as little as 22 cents an hour while execs regularly rake in as much as $1.1 million annually has created a crisis of reputation for the nonprofit organization.
According to NBC News, Labor Department documents feature long lists of employees making well under $2 an hour thanks to a Depression-era law called the Special Wage Certificate Program, meant to encourage employers to hire disabled workers. Goodwill execs willingly appeared in the NBC report, but were utterly unapologetic, describing the jobs they offer as being, “about their (worker’s) fulfillment, it’s about being a part of something.”
This situation actually reminds me of a discussion we had during last week’s, “Ask the Crisis Manager Anything” Google Hangout, in which Pat Philbin shared what he believes to be one of the leading causes of easily-preventable crises, namely a contrast between an organization’s stated ideals and its real-life actions. Let’s see how that applies to our case here…Goodwill takes donated product and sells it for a profit, as well as collecting a hefty sum from taxpayers ($87 million last year alone), all under this mission statement:
“Goodwill works to enhance the dignity and quality of life of individuals and families by strengthening communities, eliminating barriers to opportunity, and helping people in need reach their full potential through learning and the power of work.”
People donating clothing, goods, and straight-up cash to Goodwill assume they are helping provide affordable goods for low-income people and contributing to paychecks for those who may not otherwise have a job. When Goodwill says its goal is “enhancing dignity and quality of life,” and then pays disabled workers sweatshop wages, all while management takes in high six-figure salaries, the resulting conflict creates the crisis we’re seeing now.
This issue has already sparked protests both online and off, as well as discussion among lawmakers as to the validity of the 70+ year-old law being used (and exploited, as recent cases have shown), today. Obviously the donations aren’t going to stop coming in to Goodwill entirely based on this revelation alone, but a quick read through comments on various articles about the issue show a hefty sum of readers sharing their determination to not only never give to the organization again, but also spread the world to anyone who will listen.
Our crisis management recommendation to Goodwill? Move to modernize your program before the government makes you do it. Yes, it is true that in a matter of weeks this report will be history, but as long as the clash between stated ideals and real-life actions continues to exist, an organization’s reputation will never, ever be secure.
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
I am proud to be a contributor to You and Your Nonprofit Board: Advice and Practical Tips from the Field’s Top Practitioners, Researchers, and Provocateurs
The book is published by Charity Channel Press and edited by Terrie Temkin. Here at Nonprofit Capacity Building I’d like to give a high level overview of this important publication. You can also see what I’ve had to say at my blog – Marion Conway – Nonprofit Consultant.
Terrie Temkin, a perfectionist editor (I can definitely confirm that) edited and organized an excellent anthology of practical, conversationally-written articles which present fresh ideas. Every article will make you feel like – “I think I’ll try that – It’s a great idea and I can do it.” It is far from a basic handbook and it will be of value to both new and experienced board members and executive directors. I am honored to be chosen as a contributor among this well respected cadre of contributors.
The book is divided into three sections entitled:
Terrie begins the book with a one pager “Getting the Most Out of this Book.” She opens each section and chapter with a brief overview which will help you make your reading choices. She acknowledges the contributors this way “Each of the contributors is a governance expert in his or her own right. Each brings solid experience in the nonprofit sector, along with a unique perspective and a hunger for continuous learning.” Her wish for the book is that it inspire discussion and action. The book does NOT offer prescriptions and rules rather the articles offer ideas and approaches that have been tested and can be implemented. You can expand them and adapt them to your own organization. The ideas are not just for large organizations – small organizations (my forte) will find plenty of ideas that will work for them.
One of my favorite features of this book is the layout. Each article has been well written and edited so that although there are 38 contributors there is a cohesive feel. There are plenty of examples and short boxes throughout which provide food for thought, definitions, principles, quotes, examples and practical tips.
The whole gamut of board issues is covered from “A Blue Ribbon Nominating Committee for your Board” by Jan Masaoka to “Act Your Age: Organizational Life Cycles and How They Impact Your Board” by Mike Burns to “Don’t Just Whack“Em and Plaque“Em” with an excellent example for an exit interview of Board members by Carol Weisman.
I chose to submit an article that I have written about on my blog. It is entitled “Exercising Board Leadership with Social Media” and started out as a slightly changed composite of existing blog articles at Marion Conway – Nonprofit Consultant and and Nonprofit Capacity Building. Terrie’s editing with a zillion comments and questions helped shape it into a much better article with crisp presentation. Thank you Terrie even though I was getting impatient, your perfectionist editing did produce a much better product than my first submittal. Am I a Practitioner or a Provocteur? What do you think?
Carter McNamara, of managementhelp.org which hosts this blog says it best with this review – “Seldom have I seen a more thorough publication and with such well-respected authors. The book covers the critical basics and brings in the state-of-the-art. It’s well-organized to be a reference manual for all of us in nonprofits.”
Right now Amazon is offering You and Your Nonprofit Board for only $27.72 which is a 31% discount from the $39.95 list price making it affordable and eligible for free shipping. Click below to go to Amazon now.
Paula Deen has enjoyed a long run as one of the most well-known celebrity chefs in the world, but a poorly-handled admission of racist views and actions has forced Food Network to drop her from its roster.
One read through this quote, from a Fox News article describing her deposition for a pending lawsuit filed by an ex-employee, and you’ll know why:
According to the reports, in the deposition, Deen replied “Yes, of course,” when asked if she used the N-word.
Deen also reportedly admitted telling racist jokes, explaining: “It’s just what they are — they’re jokes…most jokes are about Jewish people, rednecks, black folks…I can’t determine what offends another person.”
Jackson said also Deen wanted African-American employees to act like slaves for a big wedding she was planning. Deen explained she got the idea from a restaurant where “the whole entire waiter staff was middle-aged black men, and they had on beautiful white jackets with a black bow tie,” the National Enquirer reports. The magazine also quoted Deen as saying: “I mean, it was really impressive. That restaurant represented a certain era in America…after the Civil War, during the Civil War, before the Civil War…It was not only black men, it was black women…I would say they were slaves.”
Jaw-dropping, to say the least. The deposition transcript is available all over the web, and in it you can see Deen digging herself a deeper hole with every response. From defending her brother for showing porn to employees, to repeated statements that dropping N-bombs all over the workplace is fine, as long as they’re used in a joke, Deen made sure there was no wiggle room when it came to explaining her views to the public, and her employers.
The lesson here? Well, first off, if you still harbor racist or bigoted notions, you’d damn sure better keep them away from your professional life – while remembering that, these days, it’s pretty hard to keep even your private life private.
Second, if you have done something in your past that you know is going to look bad, don’t try to defend it, and act apologetically if you must discuss the issue. Had Deen said in the deposition, “yes, I did say those things, but I now realize they were inappropriate and hurtful,” she may still have a job.
At this point, no amount of crisis management (and she’s sure trying, with a YouTube apology already out and a second try at making her Today show appearance scheduled) will disguise the fact that Deen was utterly unconcerned about the way her actions impacted others and unashamed of the outrageously racist and inappropriate behavior that went on at her restaurants until it cost her a job. Deen still has legions of loyal fans that will spend on her various retail products, but she’ll have to leave the TV chef gig to her sons because no exec in their right mind is going to give her another show.
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
Not a week goes by recently that we don’t see an organization that’s in need crisis management after releasing a new commercial or web video that is CLEARLY going to press the buttons of one group or another.
The latest is an ad, from burger chain Red Robin, that’s stirred up vegetarians because of a Mom-type character’s sarcastic line, “They even have a garden burger, just in case your teenage daughter is going through a ‘phase.'”
In browsing the Red Robin Facebook, we saw a whole lot of comments like these:
The frequency of these “accidental” reputation crises begins to raise another question…are companies inciting drama on purpose? It’s certainly not a new tactic, and it’s a proven, highly effective way to generate conversation about your brand, as well as grab anywhere from a couple hundred to tens of thousands of new followers. It’s also a risky one that can quickly backfire if you don’t have the amount of support, or as large a reputation cushion, as you thought. In this case, while there is certainly a hefty contingent of Red Robin supporters defending the organization, many of the negative posters on social media are piling on to discussions of the commercial with other complaints, like dirty tables or poor service, that would probably otherwise have gone unvoiced.
As for Red Robin? The organization doesn’t sound too upset, only replying to a handful of social media posters with, ““… our intent was to indeed promote some of our different menu offerings with our Gardenburger ad, and we appreciate you sharing your feedback here,” hardly a heartfelt apology. In the end, the company may have analyzed stakeholder reactions and decided that losing a percentage of their already-marginal vegetarian customers is nothing compared to pulling in equal or higher numbers of burger-hungry carnivores while reinforcing the loyalty of others.
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
We never seem to run dry examples of easily preventable crises. Last week, an article on Home and Garden TV’s website discussing Fourth of July table settings suggested that an American flag be used as a “bright and festive table runner.” Whoops…
As you probably guessed, flocks of military vets and their families, along citizens from just about every walk of life, descended on HGTV’s social media sites to rip the network a new one for its misuse of the flag.
To HGTV’s credit, it quickly deleted the article and posted an apology, but to its detriment the apology was a weak one.
What key element of successful crisis communication was missing from this apology? COMPASSION!! Sure the station apologized and told everyone how patriotic they are, but there was no statement of compassion for those who were hurt and offended, and judging from the angry comments posted not only on the apology, but also in just about every other thread on the HGTV Facebook page, there were a lot.
Showing compassion demonstrates to your audience that you have heard them, and that you understand exactly why they’re upset. Only by unlocking their eyes and ears with a dose of compassion can you truly be effective in crisis communications.
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
One of the best ways to strengthen your own reputation is by sharing information your stakeholders can actually use. Events like National Safety Month, every June for those who didn’t know, provide the perfect opportunity, and Staples knows just what to do. Here’s a surprisingly solid list of tips from the office retailer:
National Safety Month is here, and with so many natural disasters and emergencies impacting our lives and businesses this year, Staples wanted to find a way to help keep businesses safe. A recent Staples survey found that the top safety concern among businesses is natural disasters, but nearly two-thirds say that natural disasters, such as Hurricane Sandy in 2012, have not caused a reassessment of safety plans. Also, nearly 1 out of 3 businesses say their company is not prepared for a natural disaster or storm.
In an attempt to help businesses, Staples recommends these 4 Steps to a Safer Work Environment:
1.Stock up on emergency items: In addition to an emergency evacuation plan, business should have enough food, water, flashlights and blankets to help sustain employees for up to three days. Items like masks and crank-powered radios can further help businesses be ready for any emergency.
2. Help prevent accidents: The second foremost safety concern among survey respondents was trips, slips and falls. Prevent accidents by installing floor matting and placing hazard signs where appropriate.
3. Be mindful of ergonomics: One-third of respondents experience pain or discomfort at their workstation and a quarter reported “numbness” or “tingling.” Providing ergonomic equipment helps prevent workplace injuries.
4. Back up data: One quarter of respondents do not have access to a secure server for data back-up. To help protect data and make it accessible, consider using a secure VPN, cloud storage and external hard drives.
For more information and tips for small businesses, visit www.staples.com/safetyinfo. To learn more about how Staples can help medium-sized businesses with safety preparation and products, visit www.staplesadvantage.com/facility-solutions.
Is it promotional material? Sure. Are these actually areas are where we spot many “crises waiting to happen” when conducting vulnerability audits? Absolutely! (OK, ergonomics might be pushing it…) As far as we’re concerned, the more reminders organizations have to protect themselves, the higher the chances they’ll take, or have success to convincing the C-suite to take, crisis prevention measures.
Basic safety measures are a core component of any crisis management plan. Take advantage of the various tips you’re bound to find throughout National Safety Month, and put them to work!
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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, author of Manager’s Guide to Crisis Management and Keeping the Wolves at Bay – Media Training. Erik Bernstein is Social Media Manager for the firm, and also editor of its newsletter, Crisis Manager]
Here are some highlights from the recent 2013 Social Enterprise Summit (Social Enterprise Alliance) in Minneapolis: Continue reading “Social Enterprise Summit Wrapup”
