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...

LEADERS NEED TO RECIPROCATE TO CREATE

IF YOU WANT THE MACHINE THE FUNCTION...

...Focus on building strong teams through the people and then the mission.,..

How many times do managers sit up and make grand plans for their organizations, only to have those plans go up in smoke because they exclude the most important factor...

THE PEOPLE

The results would be surprising to most and although painfully obvious, many managers and higher ups don't really focus on the mission and vision as it relates to the employees that come into work day in and day out...

In the most recent Fortune Magazine commentary by Neil Grimmer of Plum Organics, "Here's What Happens When Employees Have Flexible Working Hours, he addresses the importance of group dynamics as it relates to achieving the organizational mission and vision.  Leaders have the task of identifying individuals with skill sets that mesh with the company mission, but in many cases fail to gain buy-in from those very same individuals.  Most managers rely on the salary and benefits as combining factors to gaining this acceptance of organizational responsibility, thereby missing the mark.  Without proper input from the people they hire, retention becomes a mute point because of lack of true loyalty.  

What must leaders of organizations do to gain the acceptance of mission and vision by their employees?  

RECIPROCATE

Leaders must be employee focused in terms of their benefit packages, identify working hours, (including flex-time), and really live by the mission/vision statements in order to maximize employee engagement.  Mission and vision must have purpose, coupled with people focused incentives that are more inclusive of employee input.  No purpose...No progress....

Well, that's all for now folks...Enjoy!

The Boss of all Bosses,,,
THE BULLY!

There is an old saying that states "we are adults once and children twice"...some bosses take this literally...

This holds no greater truth than in places of employment where the boss, supervisors and even co-workers, hold sway over the outcomes of employee's overall performance.  In an article written for the Harvard Business Review by Sherry Moss, entitled "Why Some Bosses Bully Their Best Employees", this topic is explored from a scientific point of view.  Essentially, the theory of SDO, (social dominance orientation), i.e. the fact that bosses have to exert a certain level of caste system workplace politics, forces not only the worst employees in "their place" in the workplace social pecking order, but also the best performing employees. 

 It is no wonder, incidents from subversive internal employee actions including lowered work performance, backbiting, gossip, etc., to high turnover and potential lawsuits, result from this type of behavior.  Well, what should you do if you are in this type of toxic workplace situation?

*Take good notes:  Make sure you record dates, times and incidents of such behavior.  But also keep records of your own work performance, ensuring your work speaks for itself.  

*Share your performance accolades with the supervisor, praising his/her ability to assist you in doing your job effectively.

*Supervisors of high SDO managers should be more cognizant of workplace politics, promoting the whole and not the sum of its parts.  Acknowledgement that workplace bullying will not be tolerated is key.  

*Workplace bullying must be recognized and not tolerated in the ranks.  Everyone in the workplace is valuable to the whole.

Well, that's it for now...peace and blessings....TPP!

WORKER DISSATISFACTION HAS MACRO CAUSES...

ON THE EDGE OF THE Organizational ABYSS?

Worker dissatisfaction and outside influencers!

In the latest Forbes article by Michael Bernick, the discussion of employee dissatisfaction although the economics speak to greater employment is brought to the forefront.  Here is a summation of the areas discussed.  This is a macro-economic view of the affects of low unemployment numbers as it relates to the employee:

POLITICS

1.  Politics has always been used as a hedge against high or low job performance numbers.  Essentially, political pundits view unemployment as never being high or low enough.

  

                                              HISTORY

2.  History predicates high or lows in job rates.  This is macro-economic.  Basically, a job rate cannot escape history.

                            EMPLOYEE CLASSIFICATION

3.  Employment is now based on worker classes such as "temp", "contracted" or "project-based" employee pools.  These worker pools fluctuate constantly.

                             ORGANIZATIONAL POOLING

4.  Low-wage jobs are as plentiful as the worker pools needed to fill positions.  Organizationally, people are hired, fired and replaced causing worker insecurities,

Who knew that we had to look into the numbers to get this type of perspective...This is the "Paper Pusher" signing off...