What is your From – To Story (FTS)?

Goals
Constantly, we are exposed to stories that grab our attention. They are tales of unbelievable struggle, growth and accomplishment. People have overcome tremendous odds the and circumstances to arrive at an unforeseen destination. They may be classified as from rags to riches, from poverty to higher education, from homelessness to home ownership or from working as a janitor to becoming the principal of a school. These stories show the power of the human spirit; the magnificence of vision, goal setting, perseverance, generosity, luck and encouragement.

Our hearts were warmed a few years ago by the story of a Ted Williams, a homeless man who was called the Man With The Golden Voice. He was given a job making commercials and later returned to radio. When you think about your life, you can also create your own personal From – To Story. Look at a point in your life, a different job or think of your current position or objective in life. Where were you? Where are you? Where do you want to go? What do you want to become? What is your purpose, your destiny or your goal?

When I was younger, I would read about individuals who stated that they were the son or daughter of a sharecropper. Their bio would state, from a sharecropper’s son they rose to the position of president of their own company; from a single parent to the position of a medical doctor; from the inner city to a position in higher education. I have known individuals who have gone from an administrative assistant position to a position in sales management. These examples are all around us.

You know who you are and where you’re From, now it’s up to you to establish, what is your destination, or more specifically, what is your To? What is the right To for you? Before you arrive at your ultimate destination, there may be a series of stops along the way, therefore, there may be multiple To’s in your forecast, in your future.

What does your dream scenario look like? What is the tagline that you would want attached to the beginning of any description of your life and accomplishments? Fill in the blanks below to give yourself some practice. Thinking about your responses may fill you with a sense of accomplishment, on how well you’ve done and how far you’ve traveled. It may also show you, how far you must go and serve as a reminder of your purpose, destination and destiny.

From ________ To ___________.

From ________ To ___________.

From ________ To ___________.

From ________ To ___________.

From ________ To ___________.

I wish you success on your journey. I look forward to the day when we can discuss where you are From and your arrival to the To that is right for you. Your, From – To Story (FTS) will be a benefit to you and enrich the lives of others.

Copyright © 2019 Orlando Ceaser

Leadership – Phenomenal in a crisis Leadership Response to 9/11

September 11
I will always reflect on where I was was on September 11, 2001 and the leadership response we experienced in this horrific crisis; one of the finest examples of corporate leadership I could imagine.

The 2001 Respiratory National Sales Meeting had the earmarks of a memorable event. Joe Canning and Betsy McKenzie had pulled out all stops to create an agenda that would educate, motivate and elevate the skills of the entire Respiratory Sales Team.

The Leadership Team which consisted of all of the managers met to receive a final review of the meeting. The individual managers then met with their Districts to review suggested topics. At 5 PM we assembled in the Meyerson Symphony Center which is 3 blocks away from the Adams Mark Hotel in Dallas, Texas, where most of us were staying.

The short program featured a stirring organ performance by a member of the Dallas Symphony Orchestra which was the opening act for the legendary Ray Charles. Ray was in fantastic form as he played through many of his standards. But the highlight was his passionate rendition of “America.” The standing ovation was deafening as the group showed their appreciation. Joe and Betsy knew that they had created a phenomenal week. The 1500 participants dined on hor’d’oevers and finger foods in the atrium of the Meyerson Symphony Center and slowly filtered back to the Adams Mark and Le Meridien, the principal hotels for the meeting.

The second day began with a lot of promise. We heard people talking about how great Ray Charles was the night before. Many stated their disbelief that we would bring Ray Charles to such a meeting. There were numerous conversations inquiring about his age.

The meeting began with an opening by Joe Canning, the National Sales Director for Respiratory Products. He was succeeded by Tony Zook, VP of Sales and Marketing and Michael Hickey, the VP of Sales, along with Rich Fante and Josh Tarnoff, Product Directors. The group was dismissed for a break. The break was also to allow the large group to reassemble in 2 smaller groups representing the East and West Areas of Respiratory. Doug McNamee was to be with his team in the East. I was to be with my team in workshops in the General Session room to receive the product strategy message. It was during the break that the word circulated about the World Trade Center bombings. The news rapidly moved through the crowd, as we began to piece together the entire horrific event.

The decision was made to announce the bombings to the General Session and to dispatch Regional Sales Directors to the different workshops to break the terrible news. Individuals who were directly impacted were asked to contact their families. Joe broke the news to the audience and you can imagine the shock and terror and disbelief. Tears rolled down the cheeks of many as fear took over.

Joe turned the meeting over to me, the stage that is, for a 5 minute introduction into the next phase of the agenda. I had planned several snappy introductory comments, but I had to change the tone. No one including myself was in the mood for motivation. I turned the program over to Demir Bingol, the Product Director for Rhinitis products. Demir was approximately 10 minutes into his presentation when Joe and Tony took the stage and stopped the meeting. Everyone was asked to take the next 3 hours and contact their families to check on their loved ones and reconvene at 1 PM.

The Leadership Team and higher level managers and people from the various support groups were asked to meet in the Executive Boardroom to discuss the plans for the rest of the week.

I spoke to Scott Climes, one of the Respiratory Regional Sales Directors who was dispatched to the workshops to deliver the news about the bombings. This message was to individuals from the Eastern half of the US. Many of them potentially had family or friends that were affected. He said he had never experienced such a reaction in all of his life. The tears; the terror.

People were wandering in the hallways. Many rushed to their rooms to begin the daily ritual of following the news coverage. Who did this and how would we respond? How many were in the two buildings and the pain and the grief that touched their families? Was it Osama Bin Laden? Who were the terrorists?

The Executive Boardroom would be the war room for the next few days. Here the highest ranking officers of the Company would determine how to guide its people through the tragic events of New York, Washington DC and outside of Pittsburgh, Pennsylvania.

Tony Zook, VP of Sales and Marketing took center stage. With marker in hand and flipcharts close by he began with our objectives. No one has ever gone through anything like this. How can we take care of our people? How can we get them home, the ones who need to get home? Should we continue the meeting? What is known? How should we communicate this to our people? When we formulate our recommendations remember cost is not a concern. Our people are our number one priority.

He elicited the key communication points that we needed to flesh out. Some buckets or titles were as follows: Travel, agenda, communication, an update on the situation, accountability. Each point was assigned to a team with a leader to bring up all of the key issues in that area.

We were fortunate enough to have 2 members of our Sales Team who had anti-terrorist experience. Additionally, our Chief of Corporate Security was present at the meeting because of the resources present and number of people. Bud Bender also had contacts within the FBI which would come in handy during the week.

A leader was assigned to each team and other individuals were assigned and asked to align themselves to a team where they could provide input. American Express One was the travel company. Julie Whalen, our meeting planner was asked to head the travel committee.

We were asked to take 45 minutes to discuss all pertinent issues and to reconvene, to make a flip chart presentation to the group. This allowed the group to provide input and fine tune the response. We were under the 1 PM deadline. We needed to complete our assignment early, so that we could present our recommendations to the group. MJM our production company would need time to input the information and create a Power point presentation.

My team headed by Doug McNamee covered accountability. We wanted to make sure that for the next 24 hours we knew the location of each employee at the meeting. We discussed the sales representatives staying in the hotel that evening until we knew more about the extent of the problem. Reps needed to contact their management team twice a day to state their locations and any changes. Managers needed to notify up the chain of command that everyone was present and accounted for. If anyone left the meeting to go home, it should be documented. The buddy system was suggested as a good way to keep track of each other, which was easier said than done.

The dynamic interchange during the presentation facilitated by Tony Zook was a pleasure to behold. Senior Leadership eliciting and contributing comments and suggestions, motivated by how we can help our people was marvelous. We were fortunate to have strategically or luckily assembled the highest ranking officials in our Field Sales force at the same meeting. We also were fortunate to have the talent from the military, security and Travel at the same site. The diversity of talent and experience made it easier to handle our mission. For with over 1500 people at a Sales Meeting, with many of them fairly young, who had not face any national emergencies in their lifetimes, this was a significant challenge for all of us.

One by one the teams presented and the adjustments and suggestions were made to the strategy and the presentation.

We were developing a game plan to keep people comforted and focused for we wanted to show our employees that we valued them. The human side came out repeatedly. There were times we wanted to over protect, but backed down because over protection can heighten fear. We discussed how to care for those directly impacted. We knew that the meeting was secondary to our people, but we also knew the meeting was necessary to keep people focused on something not related to the terror in the land. After all, the meeting was scheduled to last until Friday and this was only Tuesday. It became clear that air travel was not going to be an option for an indeterminate period of time.

The stories began to appear. People worried about their loved ones and tried frantically to locate them. The hotel telephone system was overloaded. Cell phone transmission had difficulty for a while. Some people did not wait for the 1 PM meeting to see what the company proposed to do in this tragedy. Several instances surfaced of people renting cars and driving toward home without letting anyone know they left. One manager rented a van to drive their people back home. Alternate travel plans were cropping up all over the place. Some of this is to be expected when you have sales people who are action oriented.

The meeting reassembled at 1 PM. On the stage were the principal contributors led Tony Zook, Michael Hickey and Joe Canning. What followed was another example of leadership at its finest. The depth and professionalism of the presentation led many to wonder how we could put together such a professional presentation is such a short period of time. Most commented that they worked for a great company. We continued with the meeting for that was the best option to care for our people. There were interfaith religious services arranged by Scott Buchanan and others in attendance.

Arrangements were made to get everyone safely home. The travel team rented 20 luxury travel busses to send to 20 different parts of the country to get our people home. They were richly equipped with food, DVD players, games, blankets and all manner of creature comforts to make the trip comfortable. One bus left with only one person on it for he was the only one going to that region of the country. There was a story of the Company renting two limousines to get one sales rep home in time for the birth of their child. Watching this tragedy unfolds and our reaction to it validate our history of being phenomenal in a crisis. People left saying what a great company we work and what a great country we live in. I appreciated being a part of leadership making a difference in the lives of our people during a very unsettling time in our Nation’s history.

Copyright © 2011 Orlando Ceaser

Think About It – Use the Word Drink to Trigger Motivation

Think in moderation (2)
I was driving home from work and drinking commercials began to flood my mind. I did not question their arrival, because that is one-way creativity works for me, through random associations. However, it was rather curious, since I don’t drink alcoholic beverages. The power of their advertising messages interrupted and hijacked my thoughts. Advertisers will go through tremendous lengths to convince consumers to buy their beverage when they are thirsty. They are powerful enough to make you thirsty. Their messages were very pervasive and persuasive.

Advertisers study us to see what makes us tick, our needs and then they portray their product as the solution. Advertising has a powerful influence over our thoughts and actions. This influential medium, through the power of suggestion, sells billions of dollars’ worth of beverages of all kinds. They exploit our need to be sociable, free, important, accepted and included. They even have adorable consequences that we don’t think about. One day while driving with my three-year daughter, I was drinking an orange beverage, when she responded, “Daddy, you don’t suppose to drink and drive.”

I was preparing for a presentation and therefore, doing a lot of thinking about thinking. The notion of thinking about drinking was fascinating. I wondered if I could substitute the words think and thinking in place of drink and drinking in many of the ads. I engaged in a mental exercise to insert the word think or thinking into the language of commercials or sayings about drinking. The results were interesting. One classic tagline in drinking commercials advises people to drink responsibly. I converted that phrase to say we should think responsibly. It worked. The phrase eat, drink and be merry, became eat, think and be merry. This could show the impact that thinking has on happiness.

If we could successfully make the mental conversion from drink to think, every time we heard a commercial, that would be a powerful trigger. We could use it to reinforce thoughts and behaviors, whatever the beverage being emphasized. This could, therefore, be a bonus for many of us.

As I stated earlier, association is an important creativity exercise. In association, you identify, link or relate something to another object. This causes you to not think of one without thinking of the other. We could conduct this practice in many other situations. Additionally, association is an effective memory device.

Here are seven key phrases that we should look for in commercials about drinking and other drink related conversations. The original phrases will serve as a trigger, a subconscious response to the need to reference thoughts and ultimately behaviors to enhance our thinking. We can look forward to the instructive nature of this exercise and its ability to elevate the art of thinking in our everyday lives.

Think About It (3)
It is important to open to the creative process and through association, we may come up innovative ways to address and tackle important issues. But we must be able to consistently, think about it.

Copyright © 2019 Orlando Ceaser

4 Ways to Avoid Comfort in the Danger Zone

Dangerous_Plateau_C
We often speak of the need for someone to get out of their comfort zone. We want them to try something different and more challenging in order to build their skills. Judith Bardwick wrote a book Danger in the Comfort Zone which expands upon this concept. One day, my wife trying to recall the title of the book, referred to it as Comfort in the Danger Zone, which may be the way we need to think of it to guard against complacency.

The Danger Zone is not an area with signs that say; Keep Out, No Trespassing, Caution, Warning or Danger Zone Ahead. On the contrary, there may not be any indicators that the area in which you reside has any potential hazards labeled. There may be an assumption that you are self-aware and old enough to know better. The Danger Zone could be situations or relationships at work or in your personal time. It is a place where your behavior could compromise your life and your livelihood in a negative manner. The Danger Zone can be a moving target, or it may involve shifting circumstances.

In a Danger Zone, you may not recognize the hidden pitfalls that may exist. However, here are at least 4 behaviors that put us at risk.

Lack of continuous improvement

If we are negligent and refuse to continuously improve our skills, we may wake up one day to discover that we are not compatible with our customers. We lagged behind the times and the mandatory evolution in skills that keep us competitive and relevant. We discover the bar is raised and others, around us have emerged with greater skills and more up-to-date knowledge and technology. They are formidable competitors, who have forged ahead of us on the career ladder for promotions and job retention.

Inappropriate conversations in the workplace

There are certain conversations, language and behavior that is not acceptable at work. We have become relaxed and too casual in our conversations in the workplace. With the emphasis on diversity and inclusion, organizations are hiring people with a variety of differences, similarities and sensitivities. In the era of a more respectful workplace, we must be respectful of everyone. We must adjust conversations and interactions which are out of line with current morays and expectations. It is now apparent through high profile lawsuits, that inappropriate conduct will not be tolerated, and the consequences will be severe.

Let down your guard

There is a lot written about self-awareness in the workplace and in our relationships. One day I was joking with an employee and I watched, as he became very comfortable and casual in his speech toward. At one point he offered a swearword, as he would with his friends at the bar. I watched him as he left the room, happy about his conversation with the boss, not realizing what he done.

Later, he walked by my office and I called him in for a brief discussion. I began by apologizing to him for my role in setting up an environment where he felt too comfortable. “You said something,” and I looked him in the eyes, “that could get you destroyed.” You don’t ever tell me what I am full of in the course of a conversation. However, I’m sorry, I apologize for my role. But the lesson for you is to never put yourself in a position where you become so comfortable that you are not aware of words that are coming from you. I said no harm no foul. It was my fault.” There was no harm, but there was a foul, but I promised him that I would not use that against him, and I did not. Subsequently he was promoted to a District Sales Manager position and is still with the organization performing at a high level. You must always increase your awareness and be on guard.

Lose sight of the value of people at every level

When we are in the Danger Zone, we may tend to devalue some of the people around us. If we decide that some individuals or some group does not have an impact on our career, we may shun them and not go deeper in building a connection or relationship. We may develop a reputation of only socializing with certain people, who we think can help us. This shortsightedness can work against us, especially, if those individuals get promoted ahead of us and they remember how we treated them.

I recall a situation where one of my peers made disparaging comments about me behind my back. Ultimately, I returned as his manager and I received a curious phone call from him. He apologized for comments he had made, 10 years earlier. Whereas his confession was noble, I asked him a question that he tried awkwardly to answer. My question was,” If I was not coming back as your manager, would we be having this conversation?” Spare yourself these uncomfortable moments and negative career impact by treating everyone with value at every level.

We must not get too comfortable in the Danger Zone. Our continuous focus on improving our skills, shying away from inappropriate conversations, not letting down our guard and losing sight of the value of people at every level will be richly rewarded. These four points will assist us in growing our careers and strengthening our relationships.

Copyright © 2019 Orlando Ceaser

Conversations with Your Super Hero

BPanter

I enjoyed reading for recreation as a young person. There were sophisticated fables and fairy-tales that transported me to distant lands and cultures. I also, enjoyed reading comic books with super heroes who had super powers from birth, mutations or another planet. These books expanded my creativity, vocabulary and imagination. Being different on several levels, I could identify with some of the emotional issues they experienced. There were recurring themes of identity struggles, lacking confidence and feeling like an outsider, a freak, as if they did not belong.

The super heroes realized they were different from their peers and they also wanted very badly to be accepted and to fit in. There were times, I felt isolated and different from my peers. In these moments of exercising my imagination, I felt connected to the characters in the stories; therefore, I felt important.

I noticed an interesting development in the back story of some of the super heroes. There were conversations with a parent, guardian, confidante or mentor. Sometimes the super hero was involved in self-talk and personal reflections. They needed someone to talk to and make them feel accepted and important. They needed assurance and encouragement.

The script of a conversation usually went something like this. “Special One, you are not like other children. You have gifts that are more developed than normal humans or mortals. You are different and unique. You are stronger, faster, smarter or a combination of several attributes, that exceed the performance of others. They don’t understand you. They may not appreciate you, but there is nothing wrong with you. They may tease you, but you must forgive them, for one day it will be your calling to serve them.”

The conversation would continue. “Your super powers enable you to do wonderful things. Your gifts may at times seem like a burden or a curse, but they are a blessing. You must shoulder the responsibility. Knowledge of your powers may cause complications for your family, so you must be secretive about your full range of powers. They may not be able to handle the information. Therefore, you must be careful and not let them see you expressing your total powers.”

And lastly, “Special One, you have been chosen to receive these gifts and you must use them wisely, not for your own benefits, but to help others and make this world a better place. I am proud of you and how you will use your difference to make a difference.”

This conversation is like the talks given by parents, to many children around the world. It is therapy and necessary when children feel different from the rest of a group.  The same talk is given to children who relocate and are the new kids on the block. Their distinction and newness are unknown to others, but can be considered as possessing super powers. Children must discover their natural gifts, interests, talents, abilities, proclivity or skills developed from hours of practice. The parents will generally say, “You are different and unique. But you are just as strong, fast, beautiful, smart and talented as other children.”

The fervor and enthusiasm around the monumental success of the Black Panther and Wonder Woman movies, shows the power of story and the arts. There are many articles, commentaries and conversations about the value of the movie in the context of diversity, inclusion and racial and gender pride through displaying positive imagery and story lines. There are the uplifting accounts of pride, promise and great expectations as self-confidence rises. I hope the overwhelming positive imagery will energize a generation to exercise the super heroes within each of us. Wherever these are differences, there is power. There will be a need to conduct conversations and self-talk to build up the human spirit to build confidence in our capacity for connection and greatness.

Whatever differences we possess can be viewed in the same context as a super power. However, just as the super heroes privately worked on improving their abilities, they must also strive for excellence and understanding themselves and others. They must work within their talent, hone their skills, to take it to a higher level. The opportunities will present themselves, when they may be pressed into action to save the day.

When children are wrestling with the distinction they have from others, parents will usually paint it in a positive light, so it can be used as a source of strength. Their difference should be identified as a source of power and pride, even when it seems like a curse.

When youth and adults decide to express their artistic, athletic, intellectual or leadership skills they may encounter negative reactions and reservations. When they stand out from and step up to a challenge, they may face opposition. Why are they upsetting the apple cart? Why do they bother? Why don’t they leave well enough alone? Who do they think they are? Do they think they are special and better than everyone?

Conversation with your Super Hero are important for their growth and development and well-being. When we view movies like The Black Panther and Wonder Woman look for language and imagery to go beyond entertainment, to mine educational opportunities and the inspiration that is there to generate positive action to change the world. We are the parents, guardians, confidantes and mentors required to encourage and comfort the next generation. We must help them identify who they are and who they are expected to become, to reach their destiny and fulfill their promise.

Copyright © 2018 Orlando Ceaser

 

 

The Core of More™ – Be Awesome from the Inside Out

There are crucial components to your development that must be examined to accelerate your progress. There is a core set of skills, values or principles which can be debated, but factually, these key ingredients build on your present state.

Let’s place four elements in this Core of More™. These elements confirm there is more in your core than you can imagine, yet you periodically ignore one or more components. They are Let it glow, Let it grow, Let it flow and Let it go. These ingredients will enable you to gain rather than regress and achieve surplus, that is not necessarily excess.

the_COM (1)

Let it Glow

Your light, however you define it, must be allowed to shine. Your talent, skills, abilities, capacity and resources must be a beacon of hope, a living positive example. Your light must be an indicator of your presence, purpose and performance. As we sang in Sunday School, “This little light of mine, I’m going to let it shine. Let it shine, let it shine, let it shine.” When it shines, it has a glow, a luminescence that grabs people attention, pinpoints your location and potentially influences your behavior.

Let it Grow

Skill level and impact will expand and enlarge your contributions. Influence grows as your abilities are refined and increased. You will devote the time, effort, energy and insight received from teachers, mentors and coaches to improve knowledge and the quality of your work.

You will become a continuous learner and communicator, passionate about getting better in the priority areas of your life. Your light will get larger and brighter and more will take notice of you and more will be expected of you, as more are influenced by your presence. Your abundance will become a windfall to others, as you realize you are slated to get better, so others can benefit from your brilliance.

Let it Flow

As it glows and grows, it will flow in the execution of your skill set and in helping other people. Work will become easier and more natural. Executing your tasks will appear effortless, mainly because you are in your sweet spot and you are letting it flow. It is captured in an acronym SMILE (So Make It Look Easy). An athlete will comment that they let the game come to them or the game slows down for them as they improve their craft.

When you let it flow, you remove the barriers to your performance. Your actions are as a well-trained athlete, gliding through the race; a musician who makes playing the instrument look easy; a world class professional speaker in their comfort zone, delivering a powerful message. You are caught up in the flow.

Professor Mihaly Csikszentmihalyi , has a concept of flow which is defined as follows, “In positive psychology, as the zone, is the mental state of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity”1. It is a state where skills are consistent with the challenges presented to you. In the state of flow, you lose track of time and you are consumed in passion”2. Simon Sinek says, “Working hard for something we don’t care about is called stress; working hard for something we love is called passion.”3 When you Let it flow, your passion shows, as you let it flow.

Let it Go

Along your journey, there are nouns you must displace. There are people, places or things that are excessive weight that must be discarded. As a hot air balloonist will tell you, if they want to increase their altitude, sand bags must be cast over board or they will hamper your ascension.

There are personal situations that try to hold you back and hold you down. In earlier articles I refer to them as the Hindre™ a person or spirit of negativity that attempts to hinder or restrict your progress. They must be released if you are to soar to the rightful heights of your achievement. You may know these impediments, or you must be open to people giving you a second opinion on people who are plotting against you.

You must let go of destructive habits, attitudes, the wrong crowd, the wrong mindset or other roadblocks that are impeding your progress.

Let it glow, Let it grow, Let it flow and Let it go, are part of the Core of More™. Apply these principles to help you achieve success in the professional and personal realms of your life.

Copyright © 2018 Orlando Ceaser

  1. https://en.wikipedia.org/wiki/Flow_(psychology)
  2. Csikszentmihalyi, Mihaly (1998). Finding Flow: The Psychology of Engagement With Everyday Life
  3. wordpress.com/2014/08/24/working..

 

The Hindre™ – A Secret Force of Exclusion

the_hindre (1)

The Hindre™ is a person whose purpose is to keep you down, drain your confidence, stunt your growth, hold you back, and prevent you from moving forward. They will hinder you from realizing your potential and living up to your expectations. They are stationed in households and organizations to thwart progress and stymie success by discouraging siblings and offspring from achieving their dreams. The Hindre™ will disillusion people who have the ability and talent to make a positive difference. (The illustration of the Hindre™ is provided by United Press syndicated cartoonist Charles Boyce, creator of “Compu-toon”).

We encounter this nemesis of negativity at various stages of our lives. This individual is responsible for creating a hostile environment of exclusion that says we are not invited, we are not good enough and we are not wanted. The Hindre™ are in businesses and other organizations prepared to sabotage individuals viewed as a threat. They are active when difference enters an organization, so that the status quo is maintained. They are people who place fear in your heart by making you believe you are inadequate and do not have the skills to succeed, unless given special accommodations.

A first encounter with the Hindre™ is during your youth. Exposure is at school or in the home. They may lash out against you in the form of a bully, to hurt your feelings. The experience may have left you angry, embarrassed or ashamed. As you grow in age and maturity they show up in school, relationships, family, and activities and on the job. They are sometimes subtle or bold, undercover or out in the open, covert or overt in their actions. However, they may seem to support you, while discouraging you from taking a risk and disparaging you behind your back to diminish what others think of you.

The Hindre™ show up when people and ideas are the weakest and most vulnerable. In school when you are forming your dreams and goals for the future, they bring their brand of sarcasm, laughter, cynicism and ridicule to shake your confidence, break your spirit and damage self-esteem.

At work they appear in many forms. They may seem harmless, objective and well meaning. But they use their credibility to tear down your ideas and cast suspicion and doubt on your performance. If you are highly regarded, they may use language behind your back such as, “you would think with their education and experience they would know better or perform at a higher rate.” These secret attacks are pervasive, persuasive and slowly reduce your standings in the eyes of peers and supervisors.

Talent will bring the Hindre™ to the surface. Talent activates their discouragement mechanism to hinder high performance. If you are silent and under performing they are dormant and content. But when you flex your creative muscles and express your skills, abilities and talent, they are pressed into action.

Exclusion at Work

In business the Hindre™ lurks in the hallways, meeting rooms and work stations. They are dormant until someone threatens the status quo with new ideas, especially if these new ideas come from the wrong people. The Hindre™ always looks for reasons why ideas will not work and how the ideas of others may work better. They allegedly have the interests of business at heart, when they shift focus and direct their critique to the flaws in your perspectives.

The Hindre™ is sometimes driven by unconscious and conscious biases and prejudices. They restrict access to employment opportunities, neighborhoods, certain groups, membership to exclusive clubs for women and resources to complete a project or proposal.

The work of the Hindre™ has cost companies and countries billions of dollars annually in lost engagement and productivity, revenue and innovation. New ideas are suppressed. People are not fulfilled. Opportunities are passed or missed as the company is deprived of the full richness of its talent pool. On a larger scale entire neighborhoods and countries are deprived of entrepreneurs, leaders and positive role models. The Hindre™ is the ultimate Devil’s Advocate, running unrestrained throughout our lives.

In meetings they shadow your comments. They come to life when their target begins to speak. When others speak they are relatively quiet, but when you talk, they are on the edge of their seats, ready to launch a counter offensive to pounce on your ideas. Many times, they will submarine your ideas as irrelevant and inappropriate, only to repackage as their own at a later date.  Therefore, you should keep track of your ideas, so that when they resurface you can claim credit for them.

When you are aware of the existence of the Hindre™, they are very predictable. Your mindset will to prepare excessively to ensure that your comments are well thought out, yet open for constructive challenge. You can use the presence of the Hindre™ to make you stronger.

The Hindre™ is known for discrediting groups of people and diminishing their accomplishments by saying that they are in over their head, they only got here through a special program and alluding that they may not be qualified.

In Talent Management and succession planning meetings the Hindre™ is present. They shoot down candidates with little objective information, but with a plethora of subjective innuendos. They have done their homework and will twist the facts or limit the admission of positive information that could benefit talent to the organization. The Hindre™ want to restrict your movement and limit and deny access to people, assignments and information that will make you successful.

What can you do?

We must develop the vision to spot them in a crowd and to know that they exist even though we are not sure of their location. Being hidden may give them power if they can catch you by surprise. Sometimes exposure and the knowledge that you know who they are can rob them of their strength. You can develop techniques to question their comments or answer them in a thoughtful intelligent manner. When you are skilled you can cast doubt on their motives, which can be risky, without the audience support. If rendered ineffective, they may go away, go underground and try to discourage others or think of an alternative way to stunt your development.

You must build confidence and surround yourself with people who are supportive, mentors, coaches, true friends and trusted allies. If you do not place this fundamental fortress of protection in place, they will cause you to doubt yourself, especially if no one is coming to your assistance. You must develop effective allies who have your back and will alert you to attacks from unsuspected Hindre™. Occasionally, someone may ask two questions which you should take seriously.

  1. How well do you know a particular person?
  2. What does this person have against you?

This may be a warning advising you to be careful around a particular person. Listen carefully to these comments as they are trying to tell you something significant about the Hindre™ in your midst.

Not every critical person or critique is from a Hindre™. You must subject the comments to a qualifying test. If they are instructive and productive, you would accept them. If their comments mean well and will make you better, you should welcome them. Try to determine the intent and motives of the person, the value and benefits of the comments and the potential consequences of action and inaction.

The Hindre™ may be powerful. We need to resist, but we may not be strong enough individually to withstand their fury. We need advocates and allies to jump to our defense. We need to cultivate teams of believers who will stand next to us when we are challenged inappropriately.

The Hindre™ is active, damaging dreams, poisoning relationships, restricting productivity and stifling the growth of communities, countries and continents. The Hindre™ undermine the joy we could experience without the persistent nay saying, negative nemesis that seeks to deprive us of our greatness. We must be aware of their existence, their presence in our environment and their mission to undermine our effectiveness. They are among the secret forces of inclusion in our environment. Therefore, we must develop tools to nullify their impact and cultivate allies to support us and fortify our positions.

Copyright © 2009 Orlando Ceaser

 

 

Loyalty – To be or not to be?

Just_a_Game_b

Loyalty is an awkward discussion topic within organizations. The relationship with our jobs is complicated. Layoffs, reorganizations, mergers and acquisitions, plant/store closings, and outsourcing jobs overseas have a negative impact on employers/employee relations and more row. Managers in some organizations think, “Why should I be loyal to my employees, after all this is business.” Company survival trumps loyalty is their current mindset. Employees wonder if they should stick around.

Additionally, employees who were loyal to their companies find themselves out of work and feel betrayed and used by their former employers.

Loyalty can be defined as allegiance to something or someone. Loyalty is earned and its compliance is given by consent. We are speaking of loyalty in terms of fidelity to your company. We may also view loyalty on several different levels: loyal to your manager, coworkers and team

Loyalty is an intriguing concept. We know what it is and the circumstances where it should be exercised. It is emotional and enhances the value of a relationship. Relationships have expectations. If these expectations are not met or are threatened, loyalty is affected. When loyalty is coerced or forced, people will stay on the job until the right opportunity arrives to ease their conscience as they leave the organization.

We are loyal when someone or something is worthy of our trust. However, when there is a breach of trust, loyalty is retracted.

Loyalty Demonstration

Loyalty must be discussed in the context of equality and reciprocity. After all, reciprocity is a part of the transactional currency of loyalty. The company is providing something to the individual and the individual performs the work commensurate with the salary and the environment. Loyalty involves fairness and keeping your promises. The employee’s level of engagement reflects their level of appreciation for the services rendered. If the employee is treated fairly, allegedly, they will work hard, speak highly and positively about the company and remain a part of the organization. Loyalty is given as long as both parties fulfill their part of the obligation.

A leader who is loyal to their people may fight hard to justify retaining good people at the expense of others. An organization/leader that has a reputation of doing everything to minimize layoffs and retain employees can influence the number of loyal employees who choose to stay and speak highly of the company. Some companies may take less profit, in the short term, and minimize turnover in their organization.

What do you do to develop loyalty within your people? Some may argue that loyalty is not something that you develop, but like trust, is something that is earned. What steps can you implement that will save your business and earn loyalty from your employees? Do you show that you truly value their contributions? Do you adopt strategies that protect your people during the hard times until profit improves? Do you honor your promises and meet their expectations? Discuss the big picture to keep employees apprised of company challenges and performance, where appropriate.

Seeds of defection

Organizations will frequently make decisions and state that they were made in the best interests of the company. Budgets are cut; people are reassigned or displaced in order to improve the bottom line. Some leaders will not search for an alternative view that would spare jobs and careers. Leadership will quickly reduce headcount. This plants the seeds of defection, as people realize they are only a number, a statistic, headcount and a line item on a budget.

A selfish organization risk creating a selfish, culture where people stay or jump based on their individual needs being met. Therefore, everyone is treated as expendable. People respond by acting as mercenaries or hired guns. This removes the stability that people like to experience.

If a company reduces staff, so they can bring them back later, employees become stressed. They are constantly performing emotional gymnastics in a toxic environment. Conversely, if the company goes out of its way to inform and retain people and they know it, they may go out of their way to stay or deliver higher levels of engagement, retention and overall performance, to protect the company and their jobs.

Loyalty used to be defined in the context of fidelity, as it related to staying with an organization long-term. However, there’ve been countless instances where people passed up job offers from other organizations, only to be terminated by their own company. Individuals are angry at themselves for being loyal to a company and then the company does not show the same kind of loyalty to them. When did these stories circulate around an organization, people vow to never let that happen to them if they can help it.

Mindset in Today’s market

What kind of mindset should you have in today’s precarious job market? Should you keep your head down and not worry and everything will be alright and work itself out? Should you be open-minded to the flirtations from other companies promising a better deal? Should you put the word out that you are interested and seeking a different long term relationship? When people approach work with the mindset of the, “it’s just a job,” loyalty can be compromised.

Some people strategically interview internally and externally to keep their interviewing skills sharp. Their rationale is that it keeps them sharp for jobs inside and outside of the company. Other employees interview for ego and the self worth to see if they still have the skills desired by another organization. Others want to test their market value to benchmark for raises.

Loyalty Risks

People are hired who have demonstrated the propensity to jump frequently from job to job. Their track record is firmly stated on the resume. They are hired hands or have a mercenary mentality. They have an unspoken understanding with management that they are there to fulfill an assignment or until they can’t get something better. This may ultimately become a disadvantage.

I was impressed by a young man who fits the above the description. We met between sales calls and he asked if my company was hiring? He was very impressive; He went on to say that he was always looking for a better job. He made a very elaborate presentation of his thought process of always looking out for something better. As a hiring manager, I pondered the risk of recommending or hiring someone like him who was always looking to leave for greener pastures. Loyalty with him would be misplaced and could be detrimental to the survival of the new organization.

Loyalty is a learned trait. It is generally observed and imitated. Individuals learn from an environment where loyalty is practiced. They learn the components and the guiding principles and foundation regarding its use. Both parties in the employer/employee relationship are evaluating the value of the arrangement. Both groups are under enormous pressure to behave in a manner that is considerate of each other.

If a company lays off employees as a last resort, it may be the nature of the business that is the business required it. Employees may not like it, but ultimately will understand.

If an employee receives an outstanding offer from another company that could benefit them and their families, it may be the right decision to take the job. In some industries, it is the nature of the business to change jobs frequently to build a resume of different experiences. In each situation, the ideal objective is to be respectful of each other and perform in the best interests of all parties involved.

Loyalty also mandates that you honor your decisions, whether they are to work for the company, leave the company, hire or release employees; act in a manner that shows you are respectful and deliver the best you can in the relationship. You can always show loyalty by working as hard as you can, as long as you are on the job. An organization may have to reduce staff, as a last option to remain viable as a company. An individual may be faced with the tough decision to leave a job that has good to them; in today’s turbulent times we should respond to these difficult situations with dignity and respect in all roles and for all employees. Loyalty must continue to be an important value for us. However, loyalty is strained and tested; we must combine it with trust to build stronger organizations and relationships that benefits all participants.

Copyright © 2016 Orlando Ceaser