Maximizing the power of wise counsel

October 9, 2012 ~ Orlando Ceaser

Wise counsel can be developed over years of experience. People want guidance and to tap into a reservoir of knowledge. Frequently you are asked for advice, so that others can gain from your expertise. Your perspective is valuable. Therefore, you have information which could help people make better decisions about their career or to increase their understanding in a particular arena. It is a wise person who can learn from their own encounters, but to learn from the wise counsel and the actions of others is more efficient.

Tell me if you can identify with the following scenario. You are approached by an individual eager to get your opinion on a certain matter. They ask a direct question. You are honored by the opportunity to share wise counsel. As you pour out your heart you realize the fan, the protégé is not taking notes. How will they ever remember your eloquent remarks and witty repartee? You face the reality that your hard work and generosity may have a short retention half life. Brittany Olivares in her introduction to psychology on helpingpsychology.com cites research dating back to Hermann Ebbinghaus’s experiments. She suggests that a person actually begins to forget information within 20 minutes of the initial learning. They can lose as much as 50% in one hour and close two thirds of the information in 24 hours.

Faced with the reality of diminished effectiveness and wasted time, it important to do something to maximize the power of your wise counsel. It is crucial to act quickly to improve retention of your message. The right strategy will make it easier on all participants. You, as the mentor, will be more effective and the session will be more productive for the people seeking your advice. Before the impromptu questions;

Compile a list of the frequently asked questions (FAQ’s) where people sought advice
Write out your common responses
Elaborate on these comments with examples as if you were writing an article
Catalogue and saved these articles in your files

This strategy creates a record of your conversation. Later you may submit the articles for publication. This will help establish your name, as an expert in your field.

When someone asks a question, you can give them an abbreviated response. If they require more information, ask them to submit a memo to you and you will send them a more detailed response. This places accountability on the person. If they are truly interested, they will show the initiative to contact you. This technique receives rave reviews and will maximize the effectiveness and staying power of your comments. You do not want to lose the information to a faulty memory or their inability to capture your thoughts.

Another way to make your meeting more memorable is to suggest the following:

Ask the person to take out pen and paper or the tablet or smart phone to capture information
If these items are not available they must promise to write down the comments immediately after the discussion
They may write the key bits of information in their journal
You can agree on important take a way comments for future discussions
If the person worked for you or are a mentee, you might ask them to send you a summary of agreed upon actions

People, who ask you for wise counsel must be willing to do the work to comprehend, capture, codify and hold themselves accountable to fulfill any action required from your commentary.

Comprehend what needs to be done

The power of question and follow up questions must be used to ensure they understand the information presented. If they are not sure, they must be persistent until they have received as much from the interchange as possible. You may ask them questions to validate their understanding.

Capture the critical information

The person must take ownership in capturing the information. If they have the courage to ask questions, they must also have the resources to accurately retain the brilliant pearls of wisdom from your experience. If you are gracious enough to give your point of view they should be thoughtful enough to preserve the information until they get home. This requires more than looking at you attentively, smiling and nodding their head in agreement.

Codify to develop a system

Some people develop systems to ensure they do not lose the information they collect. They also make sure that routines are established to follow through on any outstanding issues. Studious individuals have sent memos thanking the person for taking the time to talk to them. Others have set up a mechanism to periodically contact the person to provide feedback on how they used the information they received.

Accountability must be established to ensure the required actions are executed. This is only appropriate if there are action steps that have been agreed upon in the conversation. Every conversation does not require accountability partners of actions, but when they are expected, they should be delivered.

We love to give feedback and share insight and perspectives. We can maximize the power of wise counsel by putting steps in place to sustain the messages delivered.

Internal Corporate Warfare – Mind to mind combat

October 1, 2012 ~ Orlando Ceaser

In an era of empowerment, engagement and teamwork, there is an internal struggle among people who should be allies. Individuals who should be aligned against the external competitive forces have squared off against their co-workers. This internal corporate warfare is a game of mind to mind combat initiated by managerial favoritism, individual’s ambition, hastily conceived diversity programs and survival tendencies linked to the current economic environment. Frequently this warfare is undetected by leadership until the damage has been done through poor morale and the loss of key talent.

Managerial Favoritism

When individuals realize that some people or person has an inside track to promotions they are more than slightly irritated. Nepotism is alive and well in corporate America and so is employee backlash. People do not willingly work with someone if they feel they cannot be trusted or that they will arbitrarily move ahead of them on the promotional totem pole. One of the reasons it is uncouth to get involved in an office affair is the impact it has on the other employees. They do not feel comfortable. They are afraid the person is a spy and will tell all of their secret conversations.

If someone is placed on the proverbial fast track, this leads to friction in meetings and in interactions with their peers. Some people want to dethrone the heir apparent, while others befriend them for personal gain. However, the mind to mind combat and verbal sparring are evident in their personal interactions. As a leader, have you thought about the conflict caused by a potential show of favoritism with certain employees?

Individual Ambition

Ambition is not a dirty word or a concept that is frowned upon by people in power. Organizations want employees who work hard to improve their performance and strive to excellence. Corporations want leaders because they will assume the executive positions within the organizations. They will be responsible and accountable to achieve corporate objectives for the shareholders.

There seems to be a resurgence of cut throat career ladder climbing within a number of companies. This is very true in those organizations that pit their employees against each other in a “may the best man or woman win” scenario. Employees realize that the managerial hierarchy has flattened and therefore, there are fewer roles, so the ambitious become more aggressive. The ambitious are savvier in selecting mentors, taking additional courses and networking feverishly to line up an army of supporters and advisors. Whereas, many in the younger generation want work life balance, the unscrupulous ambitious ones are still willing to sacrifice everyone and everything to reach the top of the heap.

Hastily Conceived Diversity Programs

Leaders read the latest business publications and are confronted with leaders who tout the richness of their Diversity / Inclusion strategies. Top companies in their industry are featured on Top 50 lists for diversity and inclusion. The Corporate ego is inflamed and they decide to do something about diversity and inclusion to improve their corporate culture. They may realize that the demographics of their company do not match their customers or the external marketplace. This need to tap into a wider swath of the talent within the minds of their employees is done swiftly and without much research into how it fits into their overall strategy.

Corporate awareness is further enlightened when they consider data on engagement and how, many of their workers are not bringing their entire selves to work. With these factors in mind they decided to hire and promote people without doing their homework and disseminating their strategy to their people. They waste a golden opportunity to use diversity and inclusion as a means to make all employees feel valuable and appreciated.

When people realize that a diversity and inclusion program incorporates everyone within the company and offers equality for the most talented, much of the infighting is reduced. Diversity programs should include all of the ways in which employees are different. The business case should be discussed and the benefits to the entire company should be delineated. When this is not done properly, workers will not accept new people and will sabotage the arrival and careers of their teammates. The conflict, clashes and ostracism create unnecessary tension. The new employee is blind-sided. They have no idea what is going on. They view their co-workers as cold hearted, hostile and unfriendly.

Survival tendencies

Companies are doing more with less and becoming more creative in achieving their objectives. Talent management strategies have introduced concepts such as forced ranking which can inadvertently lead to internal corporate or departmental warfare. How does widely advertised forced ranking affect teamwork among peers? If you know your assistance could help someone leap frog you and move in front of you in the eyes of management, would that affect your desire to coach your peers?

When I was in sales it was common for sales people in the same industry not to talk to each other. They viewed each other as the competition and the enemy. This helped them make sure they would not give away any secrets on strategy or promotional programs. Is it unreasonable to think this could occur within an organization if people view their peers as the competition? Suppose they see their co-workers as threats to continued employment or promotions, would it affect their actions?

Benedict Arnold and Judas Iscariot are two of the most notable traitors in history. Many careers have been sabotaged by co-workers who gave disparaging stories about their peers for personal gain. I was told a story early in my career. Apparently a group of employees were complaining about a recent company policy. The most vocal among the group reported the meeting to his manager, conveniently leaving out his role in the meeting. He sacrificed his peers to make himself look good. He was subsequently promoted to the chagrin of the rest of the group who attended that meeting.

Companies may try to improve their culture, but are unaware of the internal corporate warfare raging within their doors. Self aware leaders and employee surveys may alert them to the potential skirmishes. Enlightened and strategic leaders improve their culture for the benefit of all. The prevailing peace and cooperation among co-workers will minimize counterproductive exercises and enhance productivity, performance and profits.

5 Multiple Strategies for Success

September 24, 2012 ~ Orlando Ceaser

Success involves achieving. But success has a strategic element that causes us to anticipate factors and events that could curtail our results or limit our achievement. According to the Bing Dictionary, multiples involve several things and include people or parts. Let’s explore 5 key multiples which could help us achieve our desired goals. For our purpose today we will evaluate areas where options are beneficial.

Multiple Revenue Streams
Multiple Interests
Multiple Memberships
Multiple Mentors
Multiple Areas of Application

Multiple Revenue Streams

Professional speakers talk about how to generate income beyond the speech. Since we are not always on the stage, we look for additional ways to make money that transcend speeches. Some speakers have a coaching business; sell online training programs, merchandise or other business ventures. Some of these strategies can work for everyone.

Many families are already familiar with this concept through Multi-Level Marketing ventures. People sell home products, investments, real estate, jewelry, cosmetics, telephone service and other products to supplement their family income.

We may create income from our savings account, 401K or real estate investments. The concept of having multiple revenue streams can protect us during a financial downturn or supplement our earning and provide flexibility and greater peace of mind. During the financial downturn of 2008 many speakers saw a decline in their revenue. Mikki Williams, CSP of Mikki Williams Unltd., mentioned being sustained by her multiple streams of income. She had a speaker training school, coaching business and other venues which enabled her to weather the storm. A friend’s wife went back to work and truly lived up to her title of Mrs. (Multiple Revenue Streams).

Multiple Interests

Having a variety of interests can be an advantage. Many people branch out into new careers based on personal interests and areas of personal curiosity. Jeff is an insurance executive, yet he performs music on the weekends. He is pursuing his passion, but also makes money on the side. We have heard legendary stories of entrepreneurs who made small and great fortunes based on exploring and exploiting their hobbies. Dave received a job in computers because his expertise was well known within the company. A common mindset is to have an interest and then ask, “How can I make money at this?” Alli is working with school children on developing a heart for the poor and disenfranchised. This may spark an interest in her students to demonstrate different interests and arouse their leadership qualities. These interests may allow them to distinguish themselves from their peers later on when applying to college. They may be asked the question, “Tell me about a time when you displayed leadership at school or in the community?”

Multiple Memberships

There is a bonus to belonging to different groups. By expanding our network across industries, cliques and limited groups we can benefit our careers and perspectives. Networking increases our professional and personal contacts. Joining multiple organizations increase our exposure and knowledge. It can also challenge our thinking and give us a greater appreciation of different people and their needs. Consider the professional organizations we need to join and then those groups that align themselves with your interests. This helps keep our interests in the forefront of our thinking. Although the interest may seem like a pipe dream, if it is a repeating part of your thoughts, we should nurture it. One day the interest may flower into a fulfilling opportunity.

Multiple Mentors

Many successful people extol the advantages of multiple mentors. They accumulate a fresh variety of viewpoints. Each mentor may have a different area of expertise and may push us to think along a path of reasoning we had not considered. Companies have a board of directors to receive wise counsel from those who are a well rounded group of experts in their fields. When making a major decision we should consult those who have knowledge in a particular area. Diversification works in many areas of our lives from investments to other areas of decision making. Mentors may have a bias or a blind spot in a given area, but casting our net widely will prevent tunnel vision and restricted thinking.

Multiple Areas of Application

Instituting new ideas or training concepts brings at least one challenge. That is gaining enough practice to make the new way a part of our daily routine. For example, Situational Leadership is a wonderful program advising people to adapt their leadership style to the development level of the learner. We can implement this on the job, but the principles also work in raising children, conducting meetings at church and in the community. The concept also works well in personal awareness and development. By finding other areas to use ideas, the multiple areas of application accelerate the learning and making the new skill a part of our work routine.

These 5 multiple strategies for success are only a few of the techniques to pave the way to success and personal gratification. Acting on these and other methods will help us acquire the goals we so richly deserve.

Family leadership, reunions and knowledge transfer

August 5, 2012 ~ Orlando Ceaser

Companies strive to develop stronger leaders. They know the power of leadership to propel their organizations to greater profitability and influence. They also seek continuity and to perform excellently in the area of knowledge transfer. Expertise in this area is a critical component in their succession planning process. Necessary skills and information will enhance productivity and minimize any disruption in performance. Successful organizations develop their talent pool or bench, by ensuring the smooth transfer and implementation of institutional knowledge.

Companies ideally want the new person to have time with the incumbent when a person is promoted. They want them to learn the mechanics of the job and the history of the position. If the new person understands the lessons of the past they are most likely to repeat the right ones. The experts realize this grounding in the past is a benefit. This awareness is helpful before the new person suggests any radical changes.

New employees gather available information by;

reading information on file and on line
one on one discussions with the former job holder
interviewing employees and customers
formal job orientation programs

A person is admired if they can quickly get up the learning curve and deliver value. They are able to speak intelligently about some matters for a seamless transition within the department. This increases the new person’s confidence during the early days in the new position. Successful knowledge, defined by knowing what was done in the past and current practices is an asset.

The process of knowledge transfer can also work well in families. Adults in the family acquired years of education, instruction, experiences and expertise. Such information could be shared with their family members. Reflect on the vast amount of knowledge accumulated over the years. Your children have received the benefit of some of this data. But there is still so much that could be exchanged.

Knowledge transfer already occurs in many families, with or without structure. This is especially evident if they are in a business together. They are present and the coaching can be delivered first hand. On the job training in the form of shadowing or following the relatives around the office or one on one meeting is a helpful practice. Bringing children to work is a great idea to let them see what the parents do on the job. It could allow them to see if their parent’s job is what they would like to do someday.

Most of the time knowledge is transferred through our actions as we live out our values and beliefs in the home. This happens around the dinner table or other places where the family gathers to interact. These opportunities could be intensified, if awareness and structure is added. If we intentionally design content and intent, we could better prepare our families for a competitive future. The world, the workplace and life is more challenging and grows in intensity and complexity each year.

One of the advantages of children getting older is that you can discuss matters related to your employment. The more we can tell the stories of our workplaces, the better they can learn about at least one job. This sharing of information is not designed to force them to choose the same occupation, but to expose them to the job and the character traits needed to be successful. Children brought up in a supportive instructive environment have an edge when they go into the workforce.

Family reunions are a great venue to share values, family history and coach members about our collective acquired expertise and experiences. We share this information with our immediate relatives, but could accomplish so much more if we shared with more people. The value of these years of experiences and connections could enrich the entire family network.

Consider setting up a procedure for the working members of your family to discuss their professions with the youth. Many times these gatherings are social, but they can be so much more. The following structure can be used to have adults share their experiences, education and expertise with their relatives at a family reunion. The format is as follows:

Knowledge & Experiential transfer – Enriching Families with the Talent Within

Premise:

There exists with the collective family, valuable assets that could be a competitive advantage for individual family members. People in the family play many roles on their jobs, in church and in the community. They accumulated knowledge and skill to succeed in these roles. Family members have received intensive training in school and on the job. If we could tap into this wellspring of talent and transfer it to others in the family, we would have a pool of mentors to help our youth perform and compete at a very high level.

Family members are not often aware of the talent that is present across their bloodline. Some do a greater job mentoring people and offering advice outside of the family when the need is also great at home.

Objective:

To identify and share the wealth of information in the form of knowledge, experiences, expertise and skills within the nuclear and extended family and across the bloodline.

Procedures:

Assess family members who are willing to talk about their jobs in a workshop or panel discussion. This could include the mechanics of the job and their journey to the position.
Solicit questions from family members before the meeting to get everyone thinking and prepared for the session.
Notify family of the objectives of the session and expectations of excellence from all in the family.
Celebrate those family members who have achieved excellence in any area whether on the job or in their education.
Select certain adults to roam through the reunion to answer questions about their profession. They can wear name tags that have jobs or areas of expertise. These individuals can be sought out at the family reunion to tell their story.

This is a brief overview of how we could stress excellence within the family and utilize the talent within to increase our greatness and fulfill our purpose. The self confidence and feeling of collective strength will add to the esteem and image of the entire family.

Family members can models leadership in every interaction with each other. We can intentionally build processes and structure to transfer knowledge. Taking advantage of these interactions will allow us to share our expertise, education and experiences and benefit the group, through living out our purpose.

To Be Your Best

May 22, 2012 ~ Orlando Ceaser

There is something in each of us that gravitates toward high standards of performance in some area of our lives. We may not be functioning at that level, but it does gnaw at the back of our minds when we are not delivering our best. Additionally, we expect excellence from those who impact our lives, especially if we give our support. I questioned students about their academic performance. I asked all straight “A” students to raise their hands. No one raised their hands. I stared in disbelief and finally one student slowly raised her hand. I could tell she was reluctant, but she was being prodded by her teacher. Ironically, she looked timid and apologetic for her excellent grades.

I congratulated her on her excellent performance. The straight “A’s” meant she had the courage and the discipline to focus on her schoolwork, even when others did not. I thanked her for staying true to her standards. I recognized that it was very difficult to study when others around her were not as dedicated. She was true to her purpose and validated the sacrifices of her parents, ancestors and those who made her opportunity possible. I asked everyone in the class to applaud her for her achievement. The students gave her a rousing ovation. I marveled at the look of pride and appreciation on her face, as everyone looked at her and clapped for her. This validation was good for her self-confidence.

I asked all of the “B” students to raise their hands. Most of the classroom raised their hands. I thanked them for working hard at their studies and realized it was not an easy task to perform. I suggested that they had one higher step to take. There was one individual with straight A’s who was really lonely at the top. Because of their excellence, dedication and discipline I congratulated them for their achievement. I suggested that everyone in the class give them a hearty ovation. The class was very excited and enthusiastic. The clapping was louder because more of the students were among the group receiving the praise.

I continued the exercise with the “C” students in the classroom. Six students raised their hands. I stopped and stared at each of them. I said, “Now you know you can do better than that don’t you?” They broke eye contact and nodded in agreement. I asked them if they had done their best work. They acknowledged that they could do better. I told them that it was very important for them to move up to the “B” and then to the “A” level. Many people were counting on them to give their best. The students had not seen their best work. “You may be bashful or hesitant for people to see your best work. But it is unacceptable for you to go through life and not see your best work. It is inexcusable to not know how good you are and how strong you can become.” They gave their commitment to work harder and improve their grades. They nodded in agreement that they understood me. I continued by saying, “I will not reward you for a “C” however I will applaud your commitment to work for a higher grade.” The class gave them a thunderous ovation.

Our value of high standards is very evident in our support of organizations and athletic teams. We are downright intolerant of teams that we feel could be better. People, are agitated at the poor performance of their favorite sports teams. If someone is having a bad game someone has to pick up the slack and pull the team out of the funk. They all seem to go into a funk and tank together. Too often people hold back their best performance because of the opinions of lower performers. We had students in school who are disliked because they are known as the curve busters. They performed so much higher than others that if the teacher graded on an average, they would inflate the average. Companies tolerate employees who are not pulling their weight and hurting the department or the team. These individuals should be held accountable and replaced if they do not elevate their desire and execute their assignments.

People were asked the following questions, “What irritates you about your favorite team or some of the players? What do they do or not do that really gets on your nerves? What are some of your frustrations as a spectator?” Here are a few of their responses;

They don’t give their best effort
They don’t earn their money or your support
They make costly mental mistakes
They play to the level of their competition
They don’t play together as a team
They are not physically in shape
They become overconfident and under-estimate their competition

Some were asked to think about their performance in their classes or on the job. Could someone make some of the same comments about their performance? Could they be accused of not giving their best effort? Did they make many mental mistakes and consistently played to the level of their competition? Were they a team player? Were they physically and mentally in shape and humble?

Excellence is unpopular in some situations. There are sports teams, such as the New England Patriots National Football League team, who are accused of running up the score. They play their best games even if it meant the score would get out of hand. They are committed to excellence and played the game to reach their best performance. Many teams insert their second string and the second team plays to the level of their skills, not to the score of the game.

Ironically, there is an unwritten rule of sportsmanship, a gentleman’s agreement; that says when the score is out of reach, the other opponent is to slow down the game. They are to play half as hard, so as not to further embarrass the other team. Ironically, this is also the mindset that leads to injuries because they are playing without the same level of focus and concentration.

We have to set and adhere to high standards, as a way of thinking, acting and as an overall way of living. We have to scrimmage with the best to hone our skills. We should model excellence and unapologetically strive to reach our goals and improve the overall performance of everyone. There are ways to stress excellence and sportsmanship without abandoning the practice of delivering your best.

6 Career Limiting Factors – Teach to the Test

May 10, 2012 ~ Orlando Ceaser

Have you ever been frustrated by feedback that did not contain suggestions for improvement? The input seemed to be more of a label or title than a condition you could change by elevating your performance. The feedback may have been valid, but the manager was a poor communicator. Conversely, the feedback may have been a bogus means of stifling your ambition, since preference and bias are still prevalent in the workplace. Either way, this practice can be demoralizing, especially in an increasingly competitive work environment with a reduced number of promotional opportunities.

Everything about work is a test. It is important to know the questions on the test, in order to prepare yourself for the best results. This will enable you to perform better, reduce anxiety and preempt efforts to derail your performance or career. There are six labels which are commonly delivered as feedback. You may have heard them and you can learn from them. The six factors must be positively satisfied or they can be barriers or knock out factors to success. These factors and their interpretations are as follows.

Not Strategic
Nobody Knows You
Lacks Business Acumen & Analytical Skills
Questionable Leadership
Poor Communication Skills
Personally Intimidating

1. Not Strategic

“You are not strategic,” refers to a lack of a true understanding of the big picture. You may have been accused of not engaging in strategic thinking and planning for tomorrow. Strategic thinking means to plant yourself in the future and visualize and anticipate where your product, the market or industry is going. This future placement also allows you to recommend innovative and alternative solutions. Your vocabulary should be filled with the necessary words that are appropriate to a strategic thinking. In other words, you must speak like a strategic thinker. Look for ways to anticipate future developments and devise a plan or recommendations to handle them. If you are labeled as lacking strategic thinking or vision, it is a difficult image to change, so try to avoid it at all costs.

2. Nobody Knows You

Personally you are seen as an unknown quantity. People don’t know you. Therefore, it becomes difficult to completely trust you; but this goes both ways. You are performing your role, but not letting managers and co-workers into your life, so they can become comfortable with you. People like people like themselves and love to feel comfortable. If you have similar interests and think the same way, a natural affinity can be developed. You may wish to keep your business life separate from your personal life, which is an honorable philosophy. You are not required to become personal friends with your co-workers or boss; however it would be beneficial to find a way to give others a glimpse into your life. They will greatly appreciate your character and values. This could convince them of your value in becoming a member of their team. You can find levels of commonality and mutual affinity which could assist you in developing advocates and allies for your career.

3. Lacks Business Acumen & Analytical Skills

You were told that you don’t understand all facets of why and how business works. This may be a ruse, but it is something you can address by taking business courses and throwing yourself into the numbers. You do not want to be branded as having the softer skills, getting by on relationship building skills and personality when interacting with customers. Remember, it is better to address this issue before it becomes a problem and a blemish on your record. Corporate success will be predicated on your understanding how the business works which involves the financials. Do not shy away from business math and understanding such areas as transportation, the balance sheet, profit and loss and the identity of the ultimate customer. Spreadsheets and computer programs that relate to the business of understanding profit are important areas to master.

4. Questionable Leadership

Silence or minimal interaction in meetings and social interactions leads people to conclude you have nothing to offer to the overall business conversation. People will therefore, have a hard time visualizing you as a leader. They will surmise, rightfully or wrongly that people would not follow you. You must demonstrate your comfort with taking risks by engaging in business debates. Additionally, you must illustrate your ability to form complex business arguments and logically support your defense. It is essential to mentally prepare your contributions before any business meeting. “Every interaction is an interview” are important words to remember.

5. Poor Communication Skills

Managers will say the following, “We have a hard time understanding you, whether in writing, public speaking or in conversations. This may be a façade to take you out of contention for a promotion, but you need to know this and take it seriously. For example; a manager did not want to recommend someone for a District Management Development program. He said he felt her speech was a problem. It did not matter that she had six years of successful sales experience with the organization and it was never a problem. The only example he cited was her saying “ax” instead of ask. Often these underlying concerns may not be verbalized, but these assumptions could be a barrier to your upward mobility. The issue was brought to her attention and she immediately worked on correcting the one area. Her new-found awareness enabled her to remove a barrier which could have hindered her growth. Since communication skills are necessary, and are on the test; they should be fine tuned and perfected.

6. Personally Intimidating

You may be told that people are uncomfortable around you. You are too emotional, look angry all the time or do not smile enough. Your display of emotion is misconstrued as unprofessional, possessing the potential for violence and deters people from talking to you. Passion is the word used to describe people who love their work and are dedicated to excellence. When you display it, it is called anger and intimidation. When you speak, it may require some work to smile more and reign in your emotions. Do not show emotion only when you are upset. When people see your range of emotions, your passion is put in perspective. Additionally, it is a good practice to guard against people who try to get under your skin and cause you to lose your temper. You will find that impressions of you will change when you are viewed as a vital, versatile, viable member of the organization.

You may read these 6 factors and personally identify with their tone and content. You may have experienced them directly or know of someone labeled with this feedback. You may feel these are unfair assessments of your capabilities or the abilities of others. Regardless, of your feelings these are reality in many companies around the world. Your ability to intercede or correct them will have a direct impact on your rise within an organization. The best method however, is to address them upfront, so they never become an issue. Develop a reputation of acting counter to these misconceptions, so they will never be used as evidence to hamper your development.

I like the concept of prevention being the best intervention. With that in mind how can you begin with each item and enhance your knowledge and performance until they become certifiable strengths, witnessed by those in positions of power and influence.

Anger Driven Management – Perform or Else?

April 17, 2012 ~ Orlando Ceaser

Have you ever worked for a person who used anger to get people to work harder? Are you one of those people who fly off the handle and use fear and intimidation to generate better results? From a personal standpoint, have you ever been so mad at yourself that you used anger to push yourself to stay focused and perform to meet your expectations?

Anger is an emotional reaction, expressing displeasure or irritation. But it can be a tactical technique or tool to stimulate performance to get a desired action. Anger has a less than favorable reputation, especially if you are on the receiving end of its’ fury. Managerial bullying is associated with tirade throwing supervisors. Anger Driven Management is common in many organizations, departments and families. It is braided into company cultures, as one of the expected managerial competencies.

Anger is often considered a method of last resort and a companion with disciplinary action; when reasoning and talking are insufficient. Anger Driven Management with its fear based overtones is instituted to handle the difficult situation. ADM is also used when a manager does not have the personal discipline to control their emotions and panic causes them to strike out at those doing the work.

One manager had a habit of saying, “If you can’t get the job done, I will bring in someone who will get the results I need.” This actually terrified people and left them afraid for their jobs. In the current economic climate managers are using this technique to wring more out of their employees. With jobs hard to find and upwards of 2 years to find a position, people are working extremely hard on the job and the wrath of their manager is keeping them in place.

Managers who use anger to manage their employees have done this for years and are convinced it works for them. They are often imitators or copycat managers. They were trained with anger and feel it is the right way to exercise the power of their position in order to get people to listen and obey. They rant and rave and people shake in their shoes. They swear and threaten and magically, performance against objectives improves; but at what cost? Interesting enough, if anger did not get results, it would not be used as much as much. With all of the negative side effects, it has a relatively high success rate.

When anger is unleashed strategically, it is a valuable asset. It can be the lightning rod to stimulate those who need an extra jolt to get them fired up to excel. A football coach was talking about his two quarterbacks. If he would scream and get into the face of one of them, this anger would cause him to play his heart out and improve his performance. The second however, would fall to pieces, go into a shell and make more mistakes on the field. Their personal temperament gauged how they would be affected by an angry boss or coach. Therefore anger can be used effectively to gain results if you use it in the right situation and or the right people.

A persistent state of madness can create a poor work environment, characterized by low morale and employee confidence, lack luster engagement and temporary increases in results. Additionally, anger may ultimately lead to lower productivity and greater turnover. In organizations all over the world, people are resigning because anger has poisoned the environment and affecting their health and state of mind.

A Badge of Honor

There are circumstances in companies where periodically displaying anger is viewed as a badge of honor. Being upset shows that you have the emotional toughness to be a leader. Early in my career, I was chastised for being even keeled. Not showing anger suggested to my manager that I did not care about the business. Part of my personal development plan was to bring situations to my boss that raised my ire and my blood pressure. I remember relaying a situation to my boss exclaiming in a frustrated tone, “How could they possibly do that?” This felt awkward, but it showed my manager that I was management material.

Self Directed Anger

Individuals who are focused on excellence will sometimes get angry with themselves if they fail to follow through on a desired task. We have weaknesses that we know we need to address. If we are delinquent in changing, we personally become frustrated and get mad at ourselves. This happens to us from time to time when we wish to no longer tolerate a substandard personal performance. We become angry at ourselves and our level of effort. We may raise our voices, clench our fists and grit our teeth. This lack of effort and poor results has to stop today. “What is wrong with me?” I heard someone say. “Am I out of my mind? I can’t let this continue to beat me. I am better than this.” I caution against asking whether you are stupid, crazy or any other outrageous accusations. You would not want your subconscious mind to grasp the concepts and answer in the affirmative.

We can accept anger that addresses the problem and does not attack the individual personally. This is true whether it is anger from a supervisor or self-imposed rage directed at our personal performance. Researchers have compared the sub-conscious mind to our automatic pilot that does most of our thinking for us. If we feed it or accept ruthless demeaning words as truth, it will continue to receive and perform actions that validate negative words and concepts. So focused rage can harmlessly get us better results. If we use positive self-talk to rally our emotions and cheer us to victory, it can work.

Anger Driven Management is a viable means to influence performance. Anger can be used as a management tool to drive corporate and personal results. However, if used inappropriately it can become a ticking time bomb that will alienate employees and reduce employee engagement. Eventually, it can damage corporate culture and increase turnover. Anger that is directed to events and situations and not to castigate individuals may not have long-term negative consequences. Lastly, individuals can use displeasure with personal effort and results to stimulate focus and the required energy to change the trajectory of their performance without hurting their self-esteem.

A Crisis in Creativity

March 29, 2012 ~ Orlando Ceaser

Growing up in a city provided many opportunities to engage in creative play. Television was not a major part of our lives and we did not have computers, smart phones and video games. However, we had our imagination and constantly challenged ourselves to do something new and different. We did not say we were looking to be more creative, but we were always looking for ways to fill our time with enjoyable activities. These earlier actions and activities prepared us for a business word where new ideas were part of our modus operandi.

One day my son said to me, in this technological driven world that he was bored. I instinctively responded, “If you are bored, it is your fault.” I went on to elaborate. “You have a brain. It is the same kind of brain that inspired Einstein and a host of famous inventors and entertainers. “I told him about the many games we played and the fact that we made our own toys to stay busy and creative. I advised him to use that beautiful brain and think himself out of boredom or live with the guilt. Needless to say he was not impressed. But reflecting on this area of creativity revealed the crisis that exists in many areas of our lives. Creativity used to be the way we filled our days and solved our problems, and it must, once again play a role in our lives.

Sameness, popularity and assimilation have caused us to abandon alternative creative options. In pharmaceutical product development we went through a phase where tweaking the features of a molecule was the preferred route. Rather than the long creative product development cycle of arriving at a new compound, opted for the convenience to make it once a day. We changed the delivery mechanism from tablet to capsule to liquid, whichever gave us a marketable competitive advantage. These products were called me-to drugs. We had moved away from creativity, to settle for what was safe and comfortable.

Popular television shows, such as situation comedies, news programs and reality shows were instantly copied. There is a surge in sequels and previously successful programs and formulas that have been updated for a new generation. I have lived through countless versions of Dr. Jekyll and Mr. Hyde, Cinderella and The Three Musketeers. The 3 Stooges have returned to the big screen, as I write this blog. We are taught to assimilate more than to differentiate. Follow the proven formula is the safe way to success rather than develop something new, different and risky.

I spoke to a young man who had his jeans sagging beneath his buttocks. We determined this to be a way of creative expression and individuality. I admired his desire to be fresh and creative but, reminded him that it did not reflect his individuality, because a number of people were doing it. Of all the creative things he could think of, if the only thing that came to mind was to drop his pants, we had a crisis in creativity.

What is missing from our lives and education, which can account for this crisis in creativity? We did not have formal classes on creativity when we were in school. However, we seemed to have time for extensive play that enabled us to think and create for ourselves. Companies like W.H. Gore are giving employees time to think and play at work to regain some of this creative spirit.

As children we had the seeds of creativity planted and nurtured in us. Or at least the environment allowed us to cultivate and harvest our dreams and intuition. We also;

Read more which gave our imagination a chance to roam, as we visited different worlds in our minds
We played more and invented our own games with simple resources and good ideas
We made some our own toys to supplement those we got from stores
We role played different sketches and scenarios that we created on the spot
We spent in museums, parks, zoos and field trips
We experimented in science classes and participated in arts, music, band and chorus (That’s why I am troubled when schools talk of eliminating these from their curriculum because of budgets. We will pay the price later and we may be paying it now.)
We studied, but we played a lot – sometimes we played more than we studied
We wrote stories, poetry and plays

A classic video program by Dewitt Jones is “Everyday Creativity” mentions the need to break the pattern, don’t be afraid to make mistakes and that there is more than one right answer. These thoughts can help us to frame our minds to look for that which is new and different to enhance our lives. We can also, pass this way of thinking on to our children. This would encourage them to blend creativity with technology to continue to change the world.

We were constantly stimulated and encouraged to read and think for ourselves. We wanted to be in the “In” crowd, but we also wanted to stand out and be special. Being creative was a way we could achieve results that made us the center of attention. The sum of all of these stimuli and inputs influenced our think and caused us to look creatively to solve the problems in front of us. Celebrating the diversity of our talents and experiences will allow us to unleash the virtually untapped creativity within each of us. This will help us eradicate the crisis in creativity that appears to be infiltrating many sections of our work and play.

Who brought the ideas? – The Messenger did it

March 12, 2012 ~ Orlando Ceaser

We have often spoken about how much we could get done if we did not care who got credit for the idea. There is a resistance within us to accept some ideas, especially ideas from certain people and at certain times. If a co-worker who is a competitor launches a suggestion we are quick to find flaws in their argument. If a person of lower stature on the totem pole fires a comment; we may be slow or reluctant to accept it. Surely they don’t have the perspective to contribute to such a complex process. In reality the idea may be phenomenal, but we have a problem with the messenger.

This principle of “selective acceptance” applies to our professional and personal interactions. Many times in our obstinacy we would not do something because of the person who suggested it. If we came up with the idea on our own or a suitable supplier, we would readily implement it, no questions asked. But we would not give individuals or groups the satisfaction of knowing that their ideas influenced our decisions.

This tendency started in our youth when we wanted to exert our independence. It probably started as early as our toddler years when we said, “No” to be defiant to a parent. When we were older we wanted acceptance. Competition was also a part of our daily activities. We did not want anyone to have control over us in particular situations or to beat us in the game of life or sport. We therefore, tried to keep some people out of consideration.

Marriages have been affected because one party feels that the other wants to control them or take credit for everything. One person makes beneficial comments and the other views them as an attempt at dominance by their partner. On the job, a suggestion from a co-worker or someone lower in position is discarded. “I can’t accept an idea from them. What do they know? My ideas are better. I did not think of that one, so it must not be any good.”

If we simply let down our guard for a minute and ask three simple questions, it may change our lives.

Would the implementation of the idea improve us or our situation?
If we had thought of the idea, would we resist it as fervently?
What could we do to make the idea work, if anything?

We may find our opposition to the suggestions may fade away. Our openness may usher in many life changing ideas. These ideas may transform lives and enhance our business results and environment.

The question isn’t who came up with the idea, but will it make us better, if given a chance for acceptance. There are instances where we see the value of an idea, but wish we had thought of it first. We may entertain the idea of repackaging the idea as our own. Resist the temptation. Don’t be an idea thief and shoot down the idea as irrelevant and inappropriate, knowing that you will reword it and pass it on as your own at a later date. The discovery of larceny of this kind will undermine credibility and reduce the number of ideas shared by the team. It is not worth the devastation of discovery. There are many more ideas where those came from and you want them to continue to flow freely.

My son Brian was resisting one of his Mother’s ideas. He was rebelling, it seemed, because he did not want her to be right again. I simply asked him to, “Stand back and step outside of the situation. If you did what she asked you to do, would it make you better? Try to be as objective as possible. Would it improve your circumstances or situation, if you did what she asked you to do?” He quietly considered the questions and saw the beauty of the idea. He saw the potential of her suggestions and conceded to give it a try. I am not saying this technique will work for everyone and in every situation, but it might intermittently have value as a part of your toolbox.

The messenger plays a vital role in innovation and workplace performance. Ideas sit in our minds waiting for the opportunity to launch themselves into our conversations. The messengers for these potential earth shaking ideas are challenged with an enormous responsibility. Step aside and allow the messenger to enter. Do not make it a gauntlet to the extent the messenger would rather travel elsewhere than to interject their opinion into your presence. The results could be catastrophic as you could be denied vital information that could improve you professionally and personally.

Who brought the ideas? The messenger did it. Your objective is to create a culture where this announcement is celebrated within the hallowed halls of your organization. The messenger is the carrier of the seeds of innovation. Their concepts may serve as the catalyst for greatness and the power to transform people, products and processes.

Sensitivity and Incivility

February 24, 2012 ~ Orlando Ceaser

Are we becoming thin-skinned and too sensitive? Is a lack of civility and etiquette affecting our communications? These two questions randomly pass through my mind from time to time. People are repeatedly making verbal miscues and finding themselves in trouble. We are constantly at odds and up in arms against comments made that are deemed offensive. Etiquette provides us with rules for civil behavior. Following these tenets is like the rules of the road in driving a motor vehicle. We assume everyone knows acceptable behavior and the penalties for failing to obey. When there is a lack of trust, insecurity and incivility, sensitivity is wide-spread.

The burden in the communication process is on the speaker. But does the receiver play a role in being tough enough to withstand the message. The speaker must be careful to avoid offensive words to convey their thoughts and feelings. These words may detract from their message and cause the receiver to block out important information. However, the receiver will have a hard time making it through life if their feelings are constantly hurt by a stray word or two.

Speakers must also be aware of current word meanings and interpretations. Otherwise their communication would require a disclaimer; “These words may not reflect the feelings or intentions of the speaker. However, if definitions exist that are not widely known, or have changed; the uninformed speaker may be walking into an ambush.

We are exposed to communication blunders every day. The headlines portray public figures such as politicians, news reporters and celebrities who surprisingly make hurtful comments. A person speaks and someone or a whole group is offended. “How could they say something so insensitive is the cry from a group, individual or their sympathizers?” The poor person sits or stands there looking confused and wonders; “What did I do wrong?” Could they have been so clueless we want to know? Or did their vocabulary betray their inner feelings?

Sensitivity

Are we really too sensitive? We have been part of many groups in our life time. These groups may have had unflattering names, labels and mistreatment associated with them. We may have been made to feel inadequate and strange or merely despised by these labels. When these labels are brought up again the mental flashbacks sometimes cause us to react in a manner seeking revenge. Additionally, we may have bad memories of being the new kid on the block, the shorter or taller one, in the “out crowd”, a different gender, race or ethnicity, economic status or from another neighborhood. Are we allowing the actions of a few cruel people to affect the way we act? Richard Pryor tells a story of a dog in one of his routines who is on edge. He wonders if the dog had been abused since it was jumpy and scared at the slight movement and sound.

An employee was sensitive to a manager calling him Magic every time he saw him. One day in frustration he confronted the manager and asked him why he called him Magic. The employee was thinking black magic and was offended. However, the manager told him about a time the employee made a problem disappear, as if by magic. That was the origin of his comments, a misunderstanding that brought on insecurity and hard feelings. The employee was expecting a fight when he confronted the manager and was worried about his job. But by talking about it the problem was eliminated. He could have saved himself hours and days of aggravation if he addressed the problem sooner.

Incivility

There is a rampant disregard for individuals and authority which is evident all around us. Is this due to selfishness, carelessness, misunderstandings or a deep seeded discontent for others? Are these feelings contained under immense pressure until they burst through to the surface in words or gestures? We may never know the answers, but we can ensure that it is not expressed in a negative manner around us. In reality we cannot control how a person feels or thinks, but we can ensure their actions are in line with acceptable behavior.

Incivility is apparent at work in our schools and on the political stage. We even try to justify if by calling it free speech. Respect and common sense should join forces and create a more thoughtful society. This will require cultural awareness and gender awareness greater than we currently display. It is a model of behavior for our children and the next generation. If rudeness is acceptable and allowed to perpetuate, we will get more of it. Stature and position will mean nothing. Children act this out when they feel they have the license to disrespect adults if the students feel the adults deserve it.

Some companies have tried to tackle incivility and inappropriate behavior through a code of conduct. Addressing incivility with aggression will cause more harm than good. The perpetrator will gain supporters and strength from any punitive action. Violence is counterproductive and as unacceptable as the incivility it hopes to eradicate. The correct response to incivility is filled with grace and professionally. However, the individual may not respond with the same level of elegance and professionalism.

Reputation

Many would argue that individuals should be judged by their reputation or track record. If a person’s body of work is positive and productive and they make a careless slip of the tongue, they should not be branded and persecuted. If the comment is out of character for them, it may not be a reflection of their true personality. We should not assume they are living a hidden double life and have fooled most of the people all of the time. I had a high school history teacher who claimed not to be prejudiced in any manner. But he said, “If you cut me off in traffic my temper may cause me to swear at you with some indelicate language. I will use words I grew up and I am not proud of it.” We would fire him today if his comments ever made it on the evening news.

We often want to fire, fight or prosecute them to punish people for their first communication offense. We should probably institute a one strike rule and exact some kind of penance such as put them on probation or assigns them to perform community service. We often scorn those who ask mercy, although we would want mercy for ourselves. It is interesting how imperfect people demand perfection from those who are around us.

Sensitivity affects us in the workplace. What would happen after an obscene gesture if no one responded? If would be like a joke that bombed. The comedian or speaker will panic and resort to other methods to get your attention and earn your favor. We hear words or phrases that are despicable to us and we withhold our best effort. We may even become stressed enough to allow it to affect our health and relationships.

We waste countless hours on the job sacrificing productivity because we are disrespected and exposed to offensive terminology. Employees may not be as engaged on the job if they are constantly in the crosshairs of inappropriate language. When sensitivity blunts our effectiveness we should look for a way to strengthen ourselves. I won’t say to “Man Up” as is stated in the commercials, but we must protect ourselves from the behavior and from allowing it to reduce our effectiveness.