If...A poem by Rudyard Kipling...

Sometimes...you have to wonder ""If"   


IF you can keep your head when all about you 
Are losing theirs and blaming it on you,
If you can trust yourself when all men doubt you,
But make allowance for their doubting too;
If you can wait and not be tired by waiting,
Or being lied about, don't deal in lies,
Or being hated, don't give way to hating,
And yet don't look too good, nor talk too wise:

If you can dream - and not make dreams your master;
If you can think - and not make thoughts your aim;
If you can meet with Triumph and Disaster
And treat those two impostors just the same;
If you can bear to hear the truth you've spoken
Twisted by knaves to make a trap for fools,
Or watch the things you gave your life to, broken,
And stoop and build 'em up with worn-out tools: 

If you can make one heap of all your winnings 
And risk it on one turn of pitch-and-toss,
And lose, and start again at your beginnings
And never breathe a word about your loss;
If you can force your heart and nerve and sinew
To serve your turn long after they are gone,
And so hold on when there is nothing in you
Except the Will which says to them: 'Hold on!'

If you can talk with crowds and keep your virtue,
' Or walk with Kings - nor lose the common touch,
if neither foes nor loving friends can hurt you,
If all men count with you, but none too much;
If you can fill the unforgiving minute
With sixty seconds' worth of distance run,
Yours is the Earth and everything that's in it,
And - which is more - you'll be a Man, my son!

$277k...A most expensive case in lack of organizational communication...

A most expensive case of employer insensitivity....                       at the cost of $277k 


In reading the business news, I was struck by the verdict of a case involving employer insensitivity.  Dollar General ($72.09 +0.20) has been know for selling everything from toilet paper to paper clips and then some. But on yesterday, the dubious retailer will now be known in the Equal Employment Opportunity Commission circles as a company forced to pay over $277k in damages for insensitivity.   The case, stemming from an employee drinking a $1.69 orange juice to help overcome a diabetic incident while working on the job. The specifics of the case were reported to the EEOC, when company management fired the employee after discovering the drink was paid after overcoming the attack.  The TN store manager claimed that the employee broke company policy, although the hr affords this type of action in the company manual.

The employee filed suit with the federal government under the American with Disabilities Act (ADA), claiming that the manager forced a termination, although the company policy afforded for the action.  In the process, the employee filed the action with the EEOC, the EEOC entered into a lawsuit against the employer and the employee joined the suit.  During the trial, the employee stated that the drink was paid for, the incident was reported to the manager and the ending result was the termination.  The EEOC proved that it was organizational policy to afford the action of the employee in such instances.  However, the bigger issue is the fact that there was a disconnect between the manager of the store and the corporate office, which issued a policy that allowed for such action.  The end result being that within a jury trial on a civil action, Dollar General paid a very expensive price for not following its own policies.  According to a statement by the EEOC, "

“It is disappointing, however, that we continue to see cases where employers fail to train their employees on basic requirements under the ADA (American Disability Act). The Commission will continue to carry out its goal of ensuring equal opportunity in the workplace for persons with disabilities.”

Question...how many times do organizations, (governmental, not-for-profit or corporate), produce company-wide rules that people neither read, nor follow, resulting in continued violations.  If organizations wish to have employees adhere to rules established, they must do a better job with communicating those rules to all levels of management.  In the final scenario, the "rule breaker" very well may be the leadership, rather than those who are required to abide by the rules of employment.

There are other issues concerning areas of race, gender, ethnicity and sexual orientation that can also beg the attention of the EEOC when dealing with employee actions and the violation of organizational policies.  The ultimate lesson should be that rules administered should be rules communicated.

A very expensive lesson and all over a $1.69 drink...oh yeah...plus tax.

Does diversity translate to success of organizations?  There is a very interesting study done in the Harvard Business Review by Rock, Halvorson and Grey that in 2009 , in surveys of over 500+ organizations through the American Sociological Review, that in comparison to the homogeneous vs. diverse workplace perspective, there was a direct correlation between success and diversity.  Essentially, the more diverse an organization's staff, the more financial success.  In surveys done in group dynamics since the late 90s, organizations that remained primarily made up of the same types of individuals, saw relatively low amounts of financial success.

Groups made up of individuals that are the products of gender and racial diversity, essentially increased revenues due to a number of factors including:

*Identification with a new group of individuals.  This meant that having an increase in women workers, means the opportunity to introduce the business model to more women.  The more minority groups brought into the workforce, means the same for minorities.

*More focus on gaining cohesion by acceptance of rule standards by accommodating the addition of different diverse groups of people.

*Forcing the idea of "healthy conflict" in group settings, thus acting as a disrupting force of the norm.

*Essentially, adopting the "us against the world" in which new ideas translate into forward thinking progress in innovation and opportunities.

Fast forward to a 2016 analysis of diverse groups and we find that those who have more female executives, had more financial success and growth.  Homogeneous teams may have the inroads to cohesive collaboration, smooth work flow and a sense of progress, but this does not translate into improving the financial bottom line.

So, for all you paperpushers out there...we have to promote solid diversity in the workforce in gender, ethnicity and even experience.  Nothing beats a recognition of organizational diversity in terms of the economic benefits that come from this.

TPP out!

Don't blow your success by not knowing yourself...

Don't blow your success by neglecting yourself...

We all have to work...right?  Well, not necessarily for the organizations and institutions that dictate the quality or in some cases, quantity of our lives.  Sometimes we must focus on the quality of the places of employment and make sure that there is proper synergy between the ru individual and the organization.  Urgent attention must be given to factors that assist all of us to avoid "self-implosion".


In the Inc.com article "4 Ways Entrepreneurs (Especially Women) Unintentionally Rob Themselves of Success", Michelle Reina gives insight on how to avoid "self destruction".  The main focus of the article is for women, in recognition of American Business Woman's Day, but we all can use the advice given.

*In business, many times we handle situations in a politically correct manner.  As we work, there are people, places or things that just don't "feel right".  We must allow our conscience to be our guide in making business decision instead of focusing on achieving the bottom line.  If appropriate time and energy are being apportioned to dead-end initiatives or individuals, there will be an eventual loss of progress.

*We have to love our work and in order to achieve goals, we must find what attracted us to the business or position in the first place.  In many instances, there has to be a realization that the occupations that we chose don't make us who we are, personalities are a given, but what they do allow is a standard of living to which we become accustomed.  There must also be a recognition that we must continue to be in a learning mode, taking the opportunity to add outside skill sets through education, training or outside activities.

*Don't forget why you do what you do.  Once we get past the core needs of doing business, which includes achieving goals and progression of goals, there has to be a sincere revisit of the "why".  Why do we do business and what is the outcome of that purpose.

*Don't silently when working with others.  Your contributions to the organization are important and the ultimate goal should be to show your consideration to the cause by being an active participant.  All cylinders firing should be the goal of everyone involved in the organizational goal.

Now...let's go!

TPP

why...Why...WHY????

why...Why...WHY?????????

  Why is there "mission creep" and who is responsible?

There is a problem in organizations that needs to be addressed.  During my Masters of Science studies in Organizational Development at National Louis University, the discussion of organizational implosion happened quite often.  The optimum question was the tug of war between management and "line" workers and in most cases, openly, the management would win the battles, but subversively, the staff would win the war.  What does this mean in terms of organizational "mission creep", which basically means the lack of overall progress that would determine success or failure?   Like a volcano, internal strife and process boil over until there is a public explosion.

The answers would surprise most, as a large part of the organizational "mission creep" could fall squarely on those in charge, attempting to continue to hold on to managerial control of people and processes.  However, those who are tasked with getting the job done can also cast a certain level of responsibility for success or failure of organizational initiatives.

There have been cases in corporate history where there was a disconnect between leadership and staff in regards to achieving goals with the end result being a total implosion.  On yesterday, the US Senate ripped into Wells Fargo CEO for company-wide staff openings of illegal accounts.  Today, the makers of Epipen will be in the hot seat for inflated pricing.  The overall questions arise in the moral compass of both organizations and the possible disconnect with leadership and staff concerning doing business.

This will be a short one today as the ultimate questions would be from thepaperpushers are these:

*Who is going to be held responsible for organizational implosion?
*Who will speak for the external customers?
*How will they continue to justify business actions that may be perceived as wanting?


Just asking?

TPP

READ ALL ABOUT IT...ORGANIZATIONS IN THE NEWS...

ORGANIZATIONS IN THE NEWS....READ ALL ABOUT IT!

It's only Tuesday and the news is filled with reports of challenges to organizations as they proceed to sail the treacherous waters of society.  Let's discuss some of the interesting reports and how these organizations are dealing with such issues:

1.  Wells Fargo (WFC $46.01 +0.58) and its CEO John Stumpf will make a formal apology before a congressional panel today, for the breach of trust  and the fallout over the unauthorized account scandal.  As we all know, the best thing for this organization to do was to make a formal public apology for the organization-wide practice that resulted in the termination of over 5,300 staff, the "retirement" of the head of the department, the payment of over $185 million in penalties to the federal government and the public apology media campaign the banking institution has been allowed to do.  Organizationally, no one is really approaching the "elephant in the room", which is the fact that at the level of over 5,300 staff members following a process that could lead to a company-wide problems is not an isolated incident.  Will "anyone" be    
                                                                   prosecuted...

2.  Samsung Electronics has issued a formal recall for the Galaxy Note 7 smartphone due to problems with the equipment and the potential for fire.  Over 1 million phones have been recalled in an effort to take the equipment off the market, addressing the issue of batteries exploding and overcoming the fact that such material issues hit at the heart of the brand.  In an effort to maintain the brand, Samsung's focus has been to remove the faulty equipment, address public concerns through explanation of what happened with the components and replace or refund customer funds.  Samsung's presence in the world is viewed as multinational, coming in a close second in its presence only to Apple.

3.  Both the Clinton and Trump organizations are challenged on a daily basis as every issue in the world has become an opportunity to state their positions.  Daily events from terrorist acts on U.S. shores, financial questions, health concerns, national security and even the comments of surrogates, have become cannon fodder for the media and the opposing side.  Unfortunately, each organization has to continue to attack as we move closer to election day.  Every year, certain words and phrases are used to describe public perceptions and the statement "double down" seems to be the statement of the entire campaign season.  You better believe that issues such as equal pay, maternal/paternal leave, overtime pay, the minimum wage, etc., will continue to be hallmarks of both candidate camps.

4.  American Airlines (AAL $35.44 -0,14%), just this morning has been faced with equipment failure concerning a flight from Phoenix to Tampa.  In early morning reports, the airline stated that an "indicator light" triggered emergency landing procedures for the 146 passengers on board.  The FAA will be working with the organization to give further information once available.  The organization just recently announced new flight procedures, company uniforms and promotions of sales executives into VP roles.  It's proof positive that just as organizations must continue to do business, the unknown is certain in any business.

Just some of the organizational challenges being reported in the news.  Gotta stay focused on the bigger issues in these and other reports...

TPP

The Paper Pushers: Stupid company rules may be the problem...

The Paper Pushers: Stupid company rules may be the problem...: You want to kill the performance of the staff...implement "dumb rules" "I QUIT!" This is the swan song of many...

Stupid company rules may be the problem...

You want to kill the performance of the staff...implement "dumb rules"

"I QUIT!"

This is the swan song of many people in deed when they turn in their letter of resignation, have that final management meeting with the staff, quietly search for job postings on the Internet or take that "lunch meeting" that goes well into the afternoon.  But in many cases, the laws of inertia apply to these scenes of quiet rebellion and liberation.  Just like inertia, employees at rest with their places of employ, stay at rest, while those who feel the need to move...move right out of the front door.

In the "Inc.com" article "10 Dumb Rules That Make Your Best People Want to Quit", Lolly Daskal reviews some common mistakes that management makes in the never-ending battle to maintain control.  The reverse action is that those who sense the continual tide of ridiculous rules, make a bee-line to the front door.

In the book "Hacking Work: Breaking Stupid Rules for Smart Results", written by Bill Jensen and Josh Klein, top performing workers are circumventing established company processes to make things operate more efficiently.  According to Jensen and Klein, these workers are viewed as "benevolent", breaking the rules to gain greater results.  So, here are some rules that leaders may need to take into account:

*Stop creating bureaucratic process that place applicants in the "black hole" of never never land.  This can also be said for the use of technology where thousands of applicants are placed in the vortex, never the be heard from by the hiring firm.

*Performance reviews should be viewed as opportunities for advancement, not obstacles for creativity.  As Daskal states, "if you don't trust the people you hired, why did you hire them?"

*Stop being the "on site attendance" police.  Allow people to do their jobs without holding the 9-5 schedule over their heads like the hammer, prepared to drop.

*Quit the bureaucratic process of getting approvals for everything.  The rubber stamp is just that...rubber.

*Why do people have to beg for time off that they earned?  Give it to them!

*Frequent flyer miles should be a perk and not a company asset.

*Stop with the blank online feedback and instead have candid and frank discussions with staff members.  HINT...people usually check negatively on those boxes anyway.

*Checking cell phones in when people come to work is called an invasion of privacy.

*Internet usage rules are usually broken.  Focus on building trust by keeping those who have Internet access held at a high standard.

*Drop the "probationary period" and realize that people were hired to do the job and not based upon an objective popularity contest.

I agree with Daskal...

*The more rules, the less passion--which means less motivation.
*The more rules, the less excitement--which means less powerful performance.
*The more rules, the less enthusiasm--which means lower profits.

Finally, the more rules, the loss of quality employees.

thepaperpushers.blogspot.com

Taking a chill day...everyone enjoy...

SUNDAY CHILL IS IN FULL EFFECT!

We are taking the day to hang out but will be back at it on Monday morning.

Check us out tomorrow when we will be talking about the Law of Inertia and organizations...

Don't be an IGOR...get some respect!

In the venerable classic Frankenstein by Mary Shelley, the mad scientist is going about his lab, yelling and screaming orders at his faithful and slumped assistant Igor.  The basic premise is that Igor  is the one carrying out the orders of his "master", as he hobbles, limping back and forth.  "Do this Igor...do that too Igor...that's it Igor...pull the switch Igor....IT'S ALIVE...ALIIIIIVVVVVE!

Off goes the doctor to pull off the bandages of his latest creation, while Igor hobbles off to reset the machine.  Once again, the doctor gets all the glory and Igor is resetting the machine.

How many times in organizations are employees treated like little minions of the bosses in charge, pulling the switches, running the machines and hobbling all the way back to reset?  More often than not, the mad scientist takes the credit, publishing the work for all of the world to see, while Ygor continues hobbling at his assigned tasks.  Do we honestly believe Ygor to be the one who did all the work, getting none of the credit?

How do we become mad scientists ourselves?

This only comes through exuding "strength and confidence", states Kevin Daum in an article published in "Inc.com".  Often times, it could be as simple as keeping quiet and allowing silence to be the greatest tool of showing self-confidence.  Daum gives (10) steps to improving your self confidence that we will briefly give some review to as well.  So, here we go...

 Keep your head up  

By allowing individuals to actually see your face, you give the appearance of being alert and
engaged with the world around you.

Sit up

How many times did our parents tell us to sit up at the dinner table?  Well, in studies published in the European Journal of Social Psychology, (2009), body posture is a key component of exuding self-confidence.

Or stand up

With standing, it forces you to keep an erect posture, thereby exuding confidence and engagement.

Have a firm grip

Don't be labeled with a weak handshake.

Make eye contact

In many instances, lowered or shifting eyes gives the impression of being shiftless or unconcerned. Also, the goal is to allow people to connect with you through your gazing intent.

Stay close

Don't invade the other person's space, but keep in mind that distance does exude distance.  Also, it's no good to yell across the room....RUDE!

Dress well

This is a major component of making an impression. How many times do we see individuals who have not taken the proper amount of time in grooming.  Everyone cannot afford to wear quality name brands, but little things like going to second hand stores, getting clothes pressed, shoes shined and grooming, give the appearance that you care about who you are.  If someone cares about themselves, it may be possible that they are concerned about other areas of life, (i.e. work).

Have a great gait

If you walk with confidence, then your spine will show it.  Graceful movement is an essential part of this.  Surprisingly, no one would ever think that ballet would help a football player with fancy footwork.  Well, for all of the rest of us, dance classes, martial arts, and even jumping rope, will help us improve our standing position.

Pay attention

Stay focused on the subject at hand as having a distracted gaze may give the appearance of being unconcerned about the ongoing topic.

SMILE!

The old saying "laugh and the world laughs with you" applies also when it comes to smiling.  Those who don't know you, will have a lasting impression of an approachable person if they see you are engaged in a kind gaze.

Don't forget, we are all trying to be our own mad scientists, so don't hobble off to turn off the machines.

Have a good weekend.

thepaperpushers are out....

TPP

THE LITTLE BLUE BIRD PLAYS FOOTBALL AND SUCCEEDS...

TWITTER MAKES FOOTBALL FUN!

TWITTER (TWTR $18.30 +0.22), made a grand statement in streaming live football on it's feed for all those who want to get their fill of the great American past-time.  On Thursday night, Twitter streamed its first ever NFL season football game, with the main purpose of attracing more users to the site.  It was a resounding success and marks additional moves to become the "every man's" site.  Considering the plethora of individuals, huddling around living room televisions, bar tops and lounges, this marks a return to the olden days of individuals being able to also  use the media of the day,   (i.e. apps like the little blue bird with its distinctive chirp).  It's just like hand held transistor radios that were used back in the day.  

The NFL is one of the most watched public media sports in the world, with the United States leading the charge.  In data from "tvbythenumbers.zap2it.com", it's reported that a resounding 64% of Americans watch the coveted sporting event, with 73% of men and 55% of women watching games.  Is there no surprise that TWITTER would be eager to test its technology on this great way to reach additional users? 

Of course not, but the idea that the organization would take an alternate path, utilizing it's medium to provide a service, brings a whole new dynamic.  The organization has done something to increase its market share; reaching additional users that never thought of TWITTER as an app that streams sports events in real-time. Can other organizations take the hint and find additional ways to make their brand more flexible and diverse, thereby reaching different audiences in the process?  Here are some suggestions to follow the model.

*Organizations can listen to the individuals who see a different perspective in the utilization of the resources of the group.  Is there some way to include hobbies and outside interests of those employed by the organization to find different products and services, as well as new customers?

*Organizations should strategically plan to reach customers through small revisions to products and services.  In many ways, there is nothing new to the idea of tweaking how existing business is done, to reach different types of customers.  

*Organizations should make sure they focus on staying on mission and inviting new ways to reach different groups of customers.  

Congratulations to TWITTER for it's latest app success....could the NBA, NHL, NASCAR, WNBA, PGA, WWE, WWF, MLB, FIFA,USTA,IBF/WBO/WBA, and many others be next?  Maybe a whole TWITTER site dedicated to sports...again...CONGRATS!

TPP...

Are you promoting the individual within the team?

Sometimes the world really does revolve around the individual...

Question...Are you promoting the individual within the team?

There is a saying that applies to organizational development.  Usually, companies hire individuals for their skills and abilities, focusing on the unique traits that will enhance the organizational mission.  However, the majority of those hired, conform to the organization, merging their skills to the will of the group.  This organizational vs. individual focus comes with many positive aspects as well as challenges. How is the leadership to handle this equation?

The entreprenuer.com article by Marty Fukuda, the COO of N2 Publishing, gives advice on the issue of how leaders promote individuals in team dynamics.  In "Recognizing the Unconventional Keys to Your Company Success." Fukuda identifies several factors that leaders must recognize in escaping the "clone" syndrome, which turns team members into minions of the organization.  According to the Society of Human Resource Management report Global Diversity and Inclusion, over 60% of CEOs promoted team inclusion and individual contribution to overall goal achievement.  How are leaders to apply necessary encouragement to foster an environment of independent thinking?

Questions:

*Are you as the leader even recognizing the independent spirit of team members?  The goal of every leader should be to foster an environment where individuals can add to the overall mission/vision plans.  This requires leaders to let go of the reigns, after appropriate guidance, in  order to allow staff to move in their assignments.  In addition, the independence should come with requirements that are manageable, measurable and goal oriented.

*Are you providing personal and professional growth for team members?  Many times leaders are so focused on the goal, (usually measured by the bottom line), that they neglect to do the appropriate research on team member's personal growth as well.  According to Fukuda, " for long-term sustained success, assembling leadership teams comprised of individuals who are content on both fronts is paramount."  It is the job of those in leadership to take an active approach in enhancing team members, both professionally and personally.  This may involve assigning initial leadership tasks, asking what seminars will enhance their job performance, or even asking how the individual is fairing during tasks.

*How do you recognize achievement?  Leaders should find ways to reward staff for great performance.  The goals and aspirations of the organization are only achieved when personnel involved are given the tools to do their jobs.  In many cases, it's not what is done during the goal, but who people are that makes achieving the goal possible.

In the final equation, the whole is more important than the sum of its parts.  Individuals make groups, groups makes teams and teams make organizations...

TPP

THINK BEFORE YOU SEND THAT EMAIL IN CAPS...

CAPS IN AN EMAIL TO STAFF...REALLY?!?!?!?!?!?!

Imagine this scenario...

You come into the office and immediately there is an email from your boss and everything in the message is in "CAPITAL LETTERS".  Of course, the first thoughts that come to mind are the tasks that you may or may not have completed, the conversations had during meetings or in private confidence, the after-hours conversations that you may or may not have had with colleagues, etc. How about the talks with loved ones or significant others concerning the current work climate situation?   How about the fact that your boss, manager, supervisor or organizational leader does not know proper etiquette in sending emails?  Whatever it is, there is an automatic consideration for the fact that the boss may just be in a mindset.  All of that could be troubling all the same, as you finish reading the email with its exclamation point at the end. 

 

Some questions arise as organizations are faced with the fact that the leader sending the email is on his/her proverbial "high horse" as a total opposite position would be to take care and consideration about sending the email.  However, there could be a disturbing trend brewing.  

In the Harvard Business Review article by Dacher Keltner, "Don't Let Power Corrupt You", the idea that a friendly co-worker turning into the maniac boss is discussed.  Whether it happens in corporate, public or private organizations, there is what Keltner describes as a "power paradox";  those who "run the show" are the culprits in negative behavioral traits that challenge the entire group structure.  Basically, those who are in charge take the notion of entitlement literally, reducing the amount of empathy, openness, collaboration and teamwork.  In studies by University of California scientists, it was discover that there is a correlation between levels of power and a loss of virtues.  As a leader of groups and organizations, what must a person do to not become a victim of their own leadership devices?

*Reflect and become more self-aware.  As leaders are forced to make strategic and spot decisions for many groups of people, the goal should be to couple tasks with always going back to the primary mission/vision of the organization.  Whatever the goals of the organization, the whole should be greater than the sum of its parts. 

*Realize that although the leader may be sitting in the chair today, someone could well be sitting in the same chair tomorrow.  There needs to be a recognition that although the position afforded does come with the ability to make decisions, that those decisions will affect the lives of many others.  Just like a stone thrown in a pond, the actions of leadership have rippling effects for all.

*Rationalize the tasks at hand as parts of an entire mission/goal purpose.  The engagement of all staff in the process of achievement should be the goal.  In many ways, task oriented leadership has to take a back seat to the benefits that come from aspiration. 

Take a hint...don't send CAPS in an email to staff...NOT GOOD!

TPP...out. 

WE MUST BE ORGANIZATIONAL WAVE RIDERS...

THE ORGANIZATIONAL WAVES ARE IMMENSE BUT WE MUST RIDE IT!

Over the past several months, organizations are being challenged by the news of organizational improprieties that challenge the institutions themselves.  Here are some of the headlines that speak to this.

*This week, a banking institution, Wells Fargo (WFC 48.54 -0.37%), who after reporting the firing of 5,300 employees in community banking, paying over $185 million dollars in penalties to the federal government, (Consumer Financial Protection Bureau), for opening multiple accounts without consumer knowledge, etc., informed the public that the head of that division would be retiring with a golden parachute of over $125 million dollars in salary and stock options. Wells Fargo, in paying the penalty, stated it neither confirmed or denied the actions of thousands of former employees or  the corporate culture that promoted the impropriety.  According to the reporting in Fortune Magazine, "Wells Fargo was aware of the behavior for longer than it should have, without putting a stop to it."

*A well-known media outlet, Fox News, has agreed to pay over $20 million to former Fox & Friends host Gretchen Carlson, as well as additional settlements to a number of female workers for sexual harassment claims. The resulting settlements come on the heals of the resignation of the network's parent company president Roger Ailes, additional claims from other female employees, and a public apology to Carlson by the network.  According to National Public Radio, (NPR), the apology issued was considered "highly unusual".

THE WAVES ARE IMMENSE...

There are many other examples of organizational impropriety and although not as extreme as these cases described, challenge the fabric of organizations.  How are individuals to deal with coming out of organizational problems?

According to the Harvard Business Review by Groysberg, Lin, Serafeim and Abrahams, "How to Survive a Company Scandal You Had Nothing to Do With", there are a number of things that individuals can do to survive organizational malaise.  Here is a review of options:

*Know the law and cultural climate where you work.  In many cases, social norms dictate organizational outcomes.  But most importantly, employees must be prepared for the changes that are to come.  This may include finding other positions or industries to remove themselves from the organization.

*Pay close attention to the ethics and research a company before joining.  The key question here is are there industries or organizations that could affect professional mobility?

*Develop strong external networks.  Both professional and personal networking is most important to overcoming a stigma.  Individual reassurance and a strong support group benefit the move to networking.

*Consider a diverse resume'.  According to the article, diversity in job functions can assist individuals coming from organizational meltdown.  But also, a person should do an assessment of outside hobbies, skills, volunteerism and engagement for professional moves.

*Address your emotional, private needs.  Take moments within the process to identify what really matters to you.  Individually, there are emotional aspects of being caught up in organizational issues, but in the process, lessons can be learned.

Unfortunately, in many cases, issues of race, sex, financial impropriety and overall organizational performance cast a long shadow in these issues. But the goal should be to go through these events, learn lessons and experience growth while moving on.  Sometimes it takes traumatic experiences to make us better and more appreciative of the things that are most important.

TPP

Yin Yang Your Leadership Management Styles....PLEASE!

The Management of Expectation...Leadership without Management Brings Consequences
Yin & Yang

Questions...
How many times have leaders gone been silenced because both internal and external events overtook the mission/vision?  How many times did the leader blame middle management for the lack of organizational performance, mission creep, or demise of structure?

In the entreprenuer.com article, "If You Want to Lead, You Also Need to Manage", occupational consultant Lindsay Broder, gives sound advice on how to work towards managing and leading organizational teams.  One of the biggest issues is the balance that leadership must face when the goal is to promote the goals and aspirations of the organization.  Many times, leaders become the organization's biggest public cheerleaders, while leaving the day to day operations to managers.  There is nothing more distracting than the demise of trust in middle management that leaves organizations dead in the water.  Unfortunately, according to Broder, many leaders can end up taking a shortsighted approach to this issue, thereby missing the mark.  What are leaders to do in order to move back into a symbiotic relationship between leading and managing?

*Take ownership
Leaders must realize that they cannot just go off "into that good night" and not stick close to middle management.  In some small gesture, whether it be meetings with management, skip-level meetings with staff, monitoring the progress of relationships with staff, or even showing up and making their presence known, leaders have to engage in the day-to-day process of running an organization.  This is not micro-managing, but engaging.

*Mentor
How many times do leaders focus on going to the next level and all the while, leaving middle management to maintain the machine?  There is a mentality in the middle ranks that leaders sit in ivory towers, taking credit for successes and moving on to the next engagement.  According to Broder, mentorship should be the goal for leaders, while focusing on what the next moves should be. In some cases, it may mean coaching, employee moves, restructuring and redefinition of job responsibilities.

*Recognize
Leaders have to embrace management of process in order to truly find a symbiotic relationship.  In doing so, make it a point to identify leadership in the lower and middle ranks to ensure goals are being achieved.  Sometimes it may mean bringing in new talent to mesh with those who are currently in the management processes.  New initiatives are a great opportunity to bring in new talent and also stress test the existing management platform.

It should be the goal of every leader to find a balance between the ying and yang of leadership and management, to ensure there is not a demise of both.

TPP

ARE YOU WORKING TODAY?!?!?!?!?!?!?

It's the weekend, but I can almost bet that (1) out of (4) are working...

In the latest issue of fastcompany.com, how to actually have a home-work life balance is discussed. Author Stephanie Vozza discusses the Ernst & Young finding that states that 24% of U.S. workers find that their work is spilling over into their personal pursuits.  In a more eye-opening statistic, 55% of those working didn't take advantage of the company sponsored paid time off, even missing vacation time to the tune of 658 million days.

How can individuals use find the "happy medium"between work and home?  These suggestions may allow many of us to cut bait when it comes to working.

*Practice Happiness- According to many leading scientists, balance comes from making a conscious effort to find happiness at home, thereby translating that same happiness at work.  In an interview with Tim Bono, a lecturer at Washington University, individuals must take the time to get away from what's most important, which could be the things that are going well for you in both home and work lives.  A beneficial amount of time should be spent finding the happy moments that make both home and work engaging.

*Schedule Micro-Recovery Moments-whether it comes from taking a walk during lunch or breaks, taking the day off to do something you love or finding time to meditate over a cup of coffee, little breaks in the action allow us all to regroup and focus on the tasks at hand.  In many instances, these small respites give us time, which is the most valuable asset we have.

*Lead From Your Core Strengths-appropriate energy should be given to what your core strengths are when it comes to work and home life.  If you are an excellent organizer, then focus on organizing instead of shooting from the hip on various work tasks.  If you are a free-spirit, your enthusiasm for being spontaneous can be applied to the working environment.  Many times we must come to the conclusion that who we are has to be inserted in both our home and work lives.

*Create Tech Boundaries-Avoid burnout by placing devices in their proper perspective.  Sometimes it may involve removing them from sight all together.  In other instances, it may involve finding other uses for technology that don't involve work.  A day at the beach may include using technology to play music instead of doing research for the job.  Tech boundaries also require not being beholden to the office, with clear parameters set so that there are no grey areas.

*Go To Sleep-Cognitive dysfunction comes from lack of appropriate biological needs being taken care of.  In studies by the researchers at the Finnish Institute of Occupational Health in Helsinki, published in the journal "Sleep",  proper health involves at least seven to eight hours of sleep.  Even an afternoon power nap can yield remarkable results.

Above all else, we have to come to terms with the fact that home and work live will coincide, but with a proactive approach, each can be placed in proper perspective.  There is nothing worse than burnout because of a lack of proper balance.

TPP is getting off work now as you read....ENJOY!

We gotta be ready for the Ebbs and Flows!!!!!!!

Individuals and Organizations must follow the Ebbs and Flows...

It's the weekend and many of us will hit our favorite shopping venues and in some cases, will buy something from the Gap.  Great store...great idea...great example of readjusting by the owner....Donald Fisher co-founding a retail giant at the age of 41 is an example of working with the idea of ebb and flow.

How many times are we faced with the challenge of having to readjust to life's ever-changing scenarios?  In many cases, change comes through force or choice and usually at the most inopportune times.  But in the final analysis, all of us must come to the defining moment where we let life overtake us like a massive wave or we ride the wave like a surfer finding the next great one.  

In the Fortune Magazine article "10 Entrepreneurs Who Started a Wildly Successful Business After 40", Donna Fuscaldo describes how some of the most iconic brands began in those who most would think may have reached a stage in life where careers, financial livelihood, and even creativity may reach a discriminating end.  Without some of these change makers, trendsetters, and even those turning their passions into profitable business ventures, the world would never have known brands such as Gap, Genentech, GoDaddy, Lululemon or IBM.  The article is an interesting read and also has allowed the opportunity for us to discuss the idea of "Ebbs and Flows".

Webster's definition of Ebb and Flow is a method:

"Used to describe something that changes in a regular and repeated way."

Theoretically, this definition can be ascribed to the idea that in the development of individual or organizational group goals, there will always be highs and lows associated with both personal and organizational dynamics.  Below is an example of this type of charting in which goal setting is coupled with continue ebbs and flows.  There is a second component observed in this simple illustration.  

The fact that in addition to working through the original goal, there has to be a point in which there are decisions made to work on additional goals, thereby adjusting the original goal.  How many times do we as individuals working within groups refuse to realize that ebbs and flows are imminent, as well as the changes associated?  Because of a refusal to change with the times, the end result brings stagnation and eventual decline.  It is not until we deal with change and transition, that there is growth.  There are no simple solutions to dealing with change, however, strategic planning, development and execution of additional goal setting.  

Ultimately, we cannot be afraid of change, ebbs and flows, or the ideas that come from planning ahead.  

Simplicity...pure simplicity.

TPP

Imagine the car losing control....Organizations face this constantly...

Imagine this scene from a movie...

"A person is driving, the brakes won't work and as the car with its passenger speeds into an uncertain future, the driver begins to press the brake pedal like it's no tomorrow, hoping, just hoping that the brake finally kicks in.  Who knows what the future holds as the car speeds through traffic.  Unfortunately, there is an obstruction up ahead and if not diverted, there will be a massive accident..."  

The driver has a number of choices and I will leave the conclusion up to the readers of this blog....

Of course we don't know what the outcome will be in this scenario, but we know that there are many that could either divert from or become disastrous.  In the article published in the Harvard Business Review, Chris Zook discusses what happens when organizations don't deal with the internal conflicts that have far reaching external circumstances.  Whether it comes from lack of leadership when external crisis occurs, lack of organization's ability to change with the times, or internal infighting, the end result are systemic problems that cannot be ignored. According to Zook, when there are large swings in organizational value, it stems from a total lack of recognition that there are internal problems that needed to be addressed.  So, what are some ways to change the course of this speeding wreck waiting to happen?

*Recognize
Organizational leaders must be astute in recognizing the existing team and realize that exhausted teams only yield little result.  Through interjecting new staff members, ideas,products, initiatives and mission plans, organizations will refresh the existing goals.

*Realize
Leaders must realize that if you want fresh ideas, you must have staff members who are willing to contribute to the idea of having change.  Without individuals with a spirit that thinks "outside of the box", the status quo and the protection of the past will become the norm, thereby being counter productive.

*Replace
Groups thrive only when new players are invited to the team.  Apple is the perfect example of this.  Although its brand has thrived on the I-Phone series, it's original branding was the Apple computer.  Question...do you believe that what worked in 1980 would still apply as we have moved into the second decade in the new millennium?  This is most difficult in larger organizations whose entire mission is to maintain the norm.

*Reverse
There are a number of examples of companies who are faced with challenges due to internal problems and with the ever increasing access to social media, giving only nanoseconds to respond.  Those who can reverse the trend and write their own story may be giving themselves a chance to reverse the affects of declining value.  Sometimes it involves going back to the core values that made the organization thrive in the first place.  As recently as this morning's news, companies including Wells Fargo, Apple, Samsung, the NFL and others are facing news reports that test the continuity of the organizations.

So, what's the end result of the organizational vehicle racing to an uncertain future with serious internal braking issues?  I leave the answers to discussion.

Regards,

TPP

Life Brings Change...PRIORITIZE

"WHY WAIT?!?!?!?!?!"

Organizations and individuals must prioritize before life forces them to....

Organizations face many internal and external circumstances that force its leadership to come to terms with how things are run.  Sometimes, it becomes a matter of record that many of the organization's internal conflicts affect its outcome externally.  In many cases, an organization must come to a point that its heartburn can actually bring about change.  This example happened to Gigaom founder Om Malik, when faced with the life threatening event of a heart attack.

In an online interview with writer Eric Johnson on recode.net, Gigaom founder and technology blogger Om Malik discusses how a heart attack changed his priorities and stated that "was the best thing that happened to me."  After being inspired by a Forbes Magazine article about ARPANET, the packet switching firm and internet foundation, he was drawn to write about the ever-changing world of the internet and technology.  Over the next two decades, Malik wrote on technology issues, utilizing journalism as the medium. Eventually, his focus changed in his effort to become a venture capitalist.  Unfortunately, it was his focus of being on the 24/7 cutting edge of breaking the story, that resulted in a heart attack in 2007.  It was this event that allowed him to prioritize what was important to him, which moved him away from unhealthy behavior, (over eating, smoking, drinking, etc.) and the stress of being on the cusp of breaking new stories.

How does his example of coming to the edge become an example for groups in organizations?  

Organizations are constantly attempting to come to the cusp of the latest and greatest advancement, achieving the mission/vision or just meeting the financial goals that come with operating a business.  Unfortunately, what is left by the wayside are the people who work in the organizations day in and day out.  In running the race, there is always "a last leg" that needs to be accomplished, only to look at the next major accomplishment.  Sometimes it takes a major shake-up, organizational meltdown or even a mass exodus of key managers to put things into perspective for the organization as a whole.  Don't ever think that the chair occupied by one staff member today, cannot be replaced by a different person tomorrow.  Everyone must prioritize what is most important to themselves and the organization in order for things to move forward.  

There are no exceptions to the rule that quiet moments, observation, self-assessment and sound decision making helps move the process forward.  

TPP

The "Windtalkers" Give Organizations the Code

ORGANIZATIONS CAN LEARN SOMETHING FROM THE "WINDTALKERS"

It's not until directly affected that organizations value diversity

Today, one of the world renowned Navajo code talkers, Joe Hosteen Kellwood is being remembered as he passed at the age of 95.  In reading the CNN Breaking News article this morning and remembering the John Woo blockbuster film "Windtalkers" created in 2002, starring Nicholas Cage, it dawned on me that organizational development needs to recognize the diversity that comes from the "not so normal". 

For those who don't know the history of these incredible men and the sacrifices they made in the Pacific during WWII, it involved utilizing a skill that no other group could manifest; using the ancient codes of the Navajo Nation to send messages to Allied forces for strategic positioning before battles.  Until these men, came with their unique skill set, the Allies faced older codes being cracked and the possibility of enduring heavy casualties by the Axis forces.  But, these men, even with their skills, endured racism and prejudice.  Although faced with adversity, these men endured and assisted in changing the tide of an entire theater of war.  Men were able to return home to families and their honorable exploits were not discovered until the historical records were released in 1969, some 20+ years later.  So, what does this have to do with organizational structure?

I am glad you asked.

Today, more than ever, organizations are faced with the task of accomplishing their mission/vision statements.  In some small way, each employee's cultural, social, economic and even ethnic backgrounds should not be dismissed as circumspect, but rather become a unique and possible asset to that organizational mission/vision.  Unfortunately, organizations hire and retain organizations only if it meets the needs of the organization and the larger the organization, the greater possibility for those who are "different" to be viewed as a liability.  It should be the job of every level of management to hire and retain employees, while recognizing that it is only through diversity that the organization will make strides for improved performance, thereby achieving the ultimate goal.

Don't wait until a crisis to realize that the "talent could possibly have left the building".  

Remember that only through embracing diversity, can organizations benefit from change.  

TPP

Organizations Must Learn To Change With the Times

Today, now more than ever, organizations are faced with the fact that in addition to achieving the bottom line in their mission/vision statements, they must also focus on the direction of the individuals who literally work to live.  The old adage that all that needs to be done is to pay higher wages, offer generous benefit packages and allow employees to work, just doesn't cut it when employees are looking for organizational loyalty as well,

The study of Organizational Development came about as a way to react to an ever expanding workforce population and through sensitivity training, socio-technological monitoring, survey implementations, etc. (circa 1940s-1950s), became a way of behavior modification and taking large amounts of data obtained through "group speak", to thereby identify gaps between management and worker populations.  The studies of Lewin, (MIT) and other institutions of higher education, became the models for sensitivity training throughout organizations.  However, today's workforce is ever-changing and thereby, being reactive is no longer an option.

In the Inc. Magazine article "4 Things Gen-Xers and Boomers Can Learn From Millennials", author Christina Desmarais, addresses how the age gap of individuals could actually be a learning experience for all these groups.  This was identified by the success of the company InstaNatural, a beauty brand that has scaled its business model from online sales to in-store growth.  The following areas can be applied to the study of organizational developmental study:

*Embrace change-Just the same as scaling business by the use of technology, organizations can take the hint and actually innovate "group speak" by using technology in the beginning of change initiatives.  By online surveying, message boards, group input and actually posting successes on organizational initiatives, the goals can be achieved,

*Work smarter, not harder-Multi-tasking is not a "bad word",  Organizations must realize that healthy work-life balance is an absolute requirement as technology has caused work to creep into the homes of workers.  The question beckons the many employees who spent late nights working on technological devices, but not acknowledged for those after hours commitments.  Organizations must multi-task, but also respect the loyalty of worker's after hours contributions.

*Embrace your passions, both professionally and personally-Organizations must embrace individual worker's passions in the workplace.  This requires identification of how positions of employees can be improved by embracing a group's outside passions.  Examples could be using an employee's passion for healthy fitness with the development of overall organizational wellness planning, thereby improving the organization as a whole.

*Take risks-An organization must move its mountain of institution to accept that things change.  What works yesterday will not work tomorrow.  Group speak must be an ever-expanding goal of organization, which means taking the risk of knowing that things change.

No risk...No reward...

Enjoy,

TPP

The Beauty of Individual Change...An Organizational Perspective...

HAPPY LABOR DAY TO ALL OF THE "PAPER PUSHERS" OUT THERE...

In the spirit of the day of rest and recognition for all those who labor to provide for themselves and their families, we here at www.thepaperpushers.blogspot.com would like to give the utmost respect. Since that includes everyone, we would like to give everyone their proper due acknowledgements on this day.  

History has been filled with individuals, who go to work for groups and then those groups organize for the purpose of standing up for the rights of those who make the organizations who they are. Unfortunately, many of these individuals go unrecognized, but all the same, deserve the utmost respect.  But, all the same, there are some who have moved to help improve entire organizational structures.

Gandhi said

 "Our greatness lies not so much in being able to remake the world, as in being able to remake ourselves..."

How does this go hand in hand with organizational effectiveness and group dynamics?  Well, if you look at groups in relation to spheres of influence, group relations, organizational dynamics and even dysfunction, you will see that in most cases, the individuals involved in making groups work, are also the ones that can make or break the machine.  There is no ghost in the machine as it is clearly evident that when organizations succeed or fail, it can be traced back to individuals exerting their fair amount of input into those successes or failures.  

Whether it is from internal posturing or external influence, the congruent actions of the individual to determine the outcome of the group have wide and ever expanding affects.  The individual must realize that in order to cause real change, they must look inside of themselves and assess if their ultimate goal is for personal or group gain.  

Just like Gandhi, we must look for changes in ourselves if we wish for the organizational environments to succeed.  An entire country was changed because one man decided to change and broaden his sphere of influence.

Well...that's all for now...enjoy the holiday!

The Paper Pushers are out...