Revamp

Do you ever find yourself wishing you could just destroy your existing department, eliminate the old organizational chart and start out with a fresh, clean piece of paper upon which you could simply start over from scratch? What is stopping you?

 

IF:

• Your department or division is not running as efficiently as it could (or should);
• Folks are in crisis;
• Cuts to people, positions and budgets have left things unrecognizable;
• People are doing more than one job (but for only one paycheck for 40-50 hours/week)

 

Then you should be seriously thinking about a departmental redesign.

 

OK - you can't do it right overnight or even in a one-day off-site retreat. But there are things you can do and ways to create a fresh approach. You don’t have to limp into the New Year with tired people and an ineffective methodology and structure for accomplishing departmental/divisional goals. You could be the one who tries innovation instead of stagnation.

 

 You will need to pay close attention to:

• Creating senior-level support for a departmental reorganization
• Designing a departmental structure that can meet organizational strategic goals and objectives
• Using departmental policies, procedures, and process to model organizational change
• Developing flexible job descriptions that demand needed skill sets now but can evolve over time
• Building a collaborative team of individual star performers
• Attracting, selecting, hiring, and mentoring key staff
• Identifying similar (and complimentary) teams and skill sets in other departments that will complement and extend the impact of your department
• Evolving toward your ideal departmental structure even if you cannot start from scratch

Creating a department from scratch is not simple or easy so don’t view it as the remedy for all your problems. It's not easy to truly let go of the past and create something new. You may make mistakes and missteps. In fact -- you can count on it!

Success will lie in a departmental structure that is tied tightly to your company's strategic goals and objectives. You will have to walk the talk, but your ability to execute a departmental redesign will build credibility within your organization. People will be watching to see if you really mean what you say and if things have really changed.

But imagine what tings could be like if you could build something that makes sense today -- for the way things are today.

 

Cut, Earn and Learn

Everyone is trying to figure out how to thrive in these tough economic times. OK, maybe not thrive; maybe just tread water until better times arrive. Reacting to the pessimistic economic reports and the hand-wringing commentators might have you discounting prices only to find that the perception is that you’ve discounted quality and service as well

Think before you act and come up with strategies that make sense now and will bode well for the future too:

Timing is Everything – Focus your promotion on discounted prices when your customers have the most to spend. Think about budget cycle, payday, or the beginning of the quarter.

Tailor a Solution – Ask your clients what they need and then create a mix of offerings, products or devices to meet the need they have, focusing on the affordability.

Create Something New – Create a discounted brand or offer coupons for specific products. If things are slow on a Monday or Friday, focus the deals on those days.

Think Like a Customer – What do your customers want to see? A 13 item dozen? Price points such as $99.95, or $4.99? Highlight the percentage saved on products and services. Create a discount for quantity. Throw in shipping.

Negotiate – Flexibility can indicate that you are more interested in the relationship than the specific sale. Offer a menu of options to choose from. As long as you are talking to current and potential clients, there is the possibility of doing business. Keep the conversation going by learning about their constraints and goals.

Our economic situation will improve eventually and when it does, you will have been able to keep your customers and perhaps attract news clients as well

Change Takes 3

Every organization I've ever worked with comes to a point where the status quo, a place where things stay the same doesn’t feel competitive or energizing. The folks at the top company try to change and improve things. The successful ones may do it right, or they may just be lucky. The problem is that luck is very hard to replicate. So how can we, you, I duplicate successes and improve the odds that the changes implemented are going to not just be successful changes, but create success for the organziation too?


There are three key components to organizational change: strategy, tactics and people. Wemay understand the need for all three, but most of us tend to go to our strengths.

Strategy - Strategy is skill in managing any matter, using a plan, a scheme or a system. In the world of organizational change, it really means the vision -- defining what needs to change and why. Without a plan, there is no direction.

Tactics - Tactics are the methods used to bring about change. There are a wide variety of tools to manage change. But like any experienced carpenter, you need the right tool for the job. The less effective the tools, the more time and energy is wasted. Sometimes a few tools, used in conjunction with one another is the best way to accomplish a successful change. Without the right tools in the right hands, some changes are never achieved.

People - Everyone is unique and reacts differently based on their distinct combination of human nature and their environment. Different personalities, styles, preferences and filters impact how people react and handle change. Without people being on board with the change, the strategy and the tactics you choose won’t matter.

Your preferential styles and talents move us to the areas where we feel most comfortable and probably experience the most success. But going to your strengths can actually leave you weak.

People who think that Strategy is their strongest suit usually ask:
• Where are we going?
• How are we doing?
• What needs to change? Why?

Concerned with the bottom line and the big picture, these folks use words like vision, purpose, competition, performance, goals, critical analysis, brainstorming, and logistics. They are looking ahead to see where the organization will be in the next five years. . They compare themselves to other firms, evaluate the effectiveness of current practices and explore new ways of doing things.


If you think your strengths lie with Strategy, then you are most concerned with how to make needed changes rather than why they are necessary. The focus is on the tools and processes that can bring about successful transition; on the present and not really on the future. You use words such as tools, hardware, sequence, discipline, details, control and plan. Order is created by assigning tasks and organizing, scheduling and performing follow-ups.


Those of you who are drawn to the People side of change are most concerned with involving others, gaining trust and eliminating fear. Eager to reduce conflict and improve teamwork, the words that carry weight for you include communication, values, growth, interaction, participation, training, intervention, development, emotion and interpersonal. Through sharing, listening, expressing and collaborating, you work towards developing team building tools.

• Big picture people like strategy.

• People who like methodology, tools and technology favor tactics.

• People-people are interested in communication, learning, feeling and knowledge.

Managing the transition process successfully requires a working knowledge and comfort level with all three areas. To sustain change you need to communicate with people who approach the process differently and form a strong team that uses the most powerful tools for the tasks at hand.

The most powerful Change ‘masters’ are those who build bridges between the three components. If you are most comfortable in only one specific area, take heart. You can make a concerted effort to learn more about the other two areas. Get to know people who value the other aspects of organizational change. Going to your strengths can mean knowing what areas require support and development. Be resourceful and make sure that all three areas are included in your plans for successful change.

Now is the Time to Raise the Bar for ALL Employees

The old 80-20 Rule is alive and well in the way that most managers manage their employees. Many think that only 20% of their direct reports are of “go-to” caliber.

Even with the current economic downturn, a model popularized by Jack Welsh many years ago at GE (that 20% of the employees are in the top performance category, 70% are in the middle range, and 10% are at the bottom) is still a management philosophy that is widely accepted and implemented today.

This approach is holding organizations back from leveraging the full potential of their workforce. Times have changed and it only makes good business sense to change your view about talent development. There are things you can do to change with the times and develop your workforce effectively in today’s business climate. What better time than right NOW to rasie the bar?

• Increase performance levels and raise the expectation level of everyone who works for you.

• Make assignments strategically, providing people with opportunities and the managerial support they need to accomplish them.

• Coach all of your employees more frequently.

• Encourage some risk taking.

• Reward those who demonstrate the success, skills and strategies you are looking for.

• Broaden the talent of everyone. Now is the time to invest in your people (and invest in their development).

• Connect development (training) directly to achievement.

When you help employees connect the dots from performance standards to increased expectations, from training to accomplishment, you are making a case that your organization’s leadership understands – ROI.

Admittedly, I’m a little biased. But not investing in training and development simply doesn't make sense.

Boot Camp II Graduation Day

The last session of the 6 session Supervisory Boot Camp was today. The participants really did great work. So many learned:

- the value of planning and thinking about what motivates their employees
- delegation and really “managing those monkeys
- effective communication, never stop communicating
- asking questions first, learn about how they see things, what they want, what they expect
- focusing on the goals and objectives of the organization
- not focusing on the little interpersonal dramas that distract people from what need to be going
- to stay Adult and expect others to be Adult

A few found that they have a lot more to learn. Some discovered that they are not as good at managing other as they though. Several have really terrible and unprofessional bosses – I heard some really bad stories.

It is heartening to hear that they tried to do things differently back on the job between sessions and many experienced successful results. And were too surprised. Why would I suggest that they try things that wouldn’t work??!! And they were surprised that they had fun during the sessions!

I hope it sticks. Not all of it will. The real world crashes in and other things become more important; no one checks to see if they are still using the things they learned.

But if a few things do, they will be more effective, mores empowered and more successful. That would be so great.

What do YOU mean?

A frustrated training participant reports that he’s coming to the end of his rope with the ‘higher ups.” They tell him he has a ‘voice’ and he has been using it as much as he can to ask for things and describe situations that require attention. He’s used humor, kidding, teasing, reminding -- all to no avail. His frustration grows when he is repeatedly reminded that ‘he has a voice.’

I suggest that what he has not done and should try is to ask what is meant when they tell him that ‘he has a voice.’

What does he think it means? That when he speaks he will be listened to and some action that aligns with his expectation will result.

What does it look like they mean? That he should speak up.

Pretty different definitions

I sure get his frustration. If we define terms and concepts differently, the outcomes are likely to be different that our hopes and expectations.

So first clear up the miscommunication. Then see if the result can be improved.

American Red Cross of MD: Every Second Counts and Now it's Every Person's Story

I attended the American Red Cross of Maryland’s Every Second Counts Breakfast at Orioles Park in Camden Yards this morning. A terrific event attended by hundreds, we were listening to the third of three personal stories of people who’s lives had been helped in a major way by the American Red Cross. Each story was a moving account of how the Red Cross provided help and support and made a difference in the outcome of a very challenging situation: a home and life’s possessions lost in a fire, a major accident with a happy ending as a result of the training for emergency medical assistance and CPR, and the need for total body transfusions over the life of a child with sickle cell disease. Each story was compelling, bringing tears to people’s eyes.

Mid-way through the third story, everything stopped, including the speaker. Our attention was drawn to someone in the back of the room who had collapsed. A few people stood to see what was happening. Simultaneously, a doctor came to the back of the room, people cleared space, calls were made to 911, and the room went silent. After several minutes, a pulse was found, the EMT’s arrived and departed, and the program - - - -

Well, there wasn’t going to be time to complete the program as originally planned. The host took the microphone and apologized, letting us all know that it appeared that things would be fine for the individual who had collapsed, although there wasn’t going to be time to finish the last story. But the question was raised – “If the person had collapsed and you were the only one in the room, would you have known what to do?”

As I walked out to the parking lot with other participants, I overheard people talking about taking safety training and having the Red Cross come to their workplace to conduct an emergency training program for employees. Pledge cards and donations were completed and handed in. It was an amazing and powerful morning.

As unsettling as it was, it served the mission of the Red Cross as no story could. It would become the story those of us who were there this morning would tell others. Talk about changing lives.

Suck It Up and Step Up to the Plate, Cupcake!

Today’s Supervisory Boot Camp training program indicated that people are seeing the results of their efforts and that many of the strategies and skills pay off! Training is all about DOING but it helps to talk about the challenge involved and what stops people.




The topic this morning was giving improvement and reinforcement feedback. For the most part, no one enjoys stirring up difficult emotions. At a deeper level, many supervisors and managers steer cleat of giving improvement feedback because they want to be liked and don’t want to deal with the interpersonal mess of defensiveness, pouting, complaining, and explaining about why work is substandard.



The focus needs to be on closing the gap between what you want from employees and what they are currently delivering. Let them know you think they are capable of improving, and follow up to show them that you are interested in their progress. Eventually they may understand that your job as the manager is to develop them and help them improve their performance, not applaud everything they do, not matter what. Few enjoy conflict and delivering improvement feedback. One of the participants said that while in the army in Iraq, there was a phrase he thought fit the theme of the session: “Suck it up and step up to the plate Cupcake!” Exactly!!

WMAR Good Morning Maryland @9 - Tough Interview Questions

http://www.abc2news.com/content/gmm/default.aspx?articleID=19433 

If you are prepared, there is no such thing as a 'tough interview question.' Anticipate the challenging inquiries and create answers that will allow you to come across as polished and professional. And those illegal questions that in training I advise managers to avoid?? If you don’t answer it, you might appear rude or stand-offish to the interviewer. Employers shouldn't ask these kinds of questions but some do, either to intentionally discriminate or innocently through ignorance of the law. Smart candidates (like you) are prepared to respond gracefully and concisely. Don't point out that they have just asked you an illegal question! Stay calm. This shows them that you can handle yourself with dignity and professionalism.




Today's visit to WMAR held an added bonus/surprise. As I'm sitting and waiting to go on, I see this man who looks familiar walking up the hall and I hear on the TV monitor that Jamie Costello will be interviewing Earl (The Pearl) Monroe on the show later in the morning! As we walks towards me I stand and grin and clasp his hand, introducing myself and when he say's "I'm Earl Monroe," I try not to gush, ramble, and kvell (could be the name of new law firm!) as I tell him that I know, why is he on the program, I'm a huge fan, the 73-74 NY Knicks were the best team ever, I also lived in Philadelphia, how is he feeling, where does he live now, does he ever see the guys from the old team ----." He was gracious, answered all my questions, asked what I did and why I was on the program and asked for my card (he didn't have any).



I didn't want to take up too much of his time and I wanted to send emails from my Blackberry telling my husband, brothers, son that I had just met him. (I want to stop talking TO you so I can tell people I talked to you!!) When my youngest brother emailed back that he still had the basketball trading cards of the whole 73-74 team in his office - I shared that as we all went into the studio. Earl tells me that he had gone out to dinner just the other night with Willis Reed and Walt Frasier. These guys were basketball gods to my family growing up. We talked a little bit more about staying in touch with long-time friends. And we both agreed that it was so nice to meet and it just goes to show that, in terms of the future and the potential - you never know!!!"

Multi-Generational Manager: Get Up from Your Table and Go Sit Somewhere Else

Millennials are not like the Baby Boomer's or Gen X-ers who have come before them. Working with managers today in a follow-up clinic to a previous training program, there is still much unhappiness and reluctance to manage differently and creatively to attract, retain and develop these employees. While the current economic environment is definitely changing the "I can get a job any where" to "There are no jobs out there," it will not change Millennials in terms of their values, beliefs, connectedness to parents, confidence, and use of technology.




The conversation was spirited and allowed people to both throw up thier hands in annoyance AND tackle issues and strategies with creativity. While organizational policies and company cultures are slow to change, getting the conversation focused on what people CAN do is very energizing. I wish clients had the budget for me to come back again and again to see how tings were going, what worked, what didn't, why not and what’s next.



If you want to get to know ‘them,’ spend some time with them. Work isn’t all that different from high school! In the cafeteria, the Cheerleaders all sit together, the Jocks all sit together, the Nerds all sit together and the Theater-Rats all sit together. If you want to get to know and understand someone else, you are going to have to get up from your table and go sit with another group. It’s counterintuitive for most people, but managers need to be creative about how to motivate a variety of people.

Leadership and Conflict

I conducted a program on Conflict Resolution this morning and found myself thinking about the conversations I overheard. Participants assessed their preferred style; the behavior of the employees involved, and explored how to work toward a more successful outcome.

If you buy Covey's assessment, that leadership is value based, what happens when there are competing values? Are the values of the leader 'more right' than the values of others? Is it a conflict when Management does not get agreement, cooperation or compliance?

Crafting solutions requires the exploration of competing goals, active listening, conveying respect and empathy for the other person, and awareness that you can not change someone else. It requires time, the interest, a strategy and skills. Conflict resolution is not "Because I said so."

Leading Diversity - How Do You Look?

The participants in today's program on Maximizing the Performance of Diverse Teams (sponsored by the MD Chamber of Commerce and co-facilitated with Sheela Murthy) wanted ideas about how to impact their leaders about diversity and inclusion. Many wonder if it truly valued. They don't see observable behaviors at the top that convince them that this is a genuine organizational goal or value.




I wonder how executive leadership would have reacted, had they been a fly on the wall. Just saying that diversity and inclusion are important ring hollow when no one sees diversity at the top, on the teams, or in the halls. Having people who are different than the homogeneous norm is good for the EEO report, but if people don’t feel welcome, respected and needed, then it’s all for show. Word gets out (because people like to talk), and soon everyone knows that the Leaders don’t mean what they say. If you can’t trust your leadership, it makes it hard to be a committed to the organization’s goals. Leadership should be more aware that people watch them very carefully.

Media - Typical Interview Questions for WMAR ABC2 Good Morning Maryland @9

I wanted to call this segment "Lazy Managers Interview Questions!" These questions are pretty predictable but often stop job applicants in their tracks. Once you understand what they are really trying to find out you can position the answer to address their concerns and position yourself in the best light.


View the Video

This is my third appearance on GGM@9 and I’ve been invited to return once a month for the Back2Work segment. I’m really excited about the opportunity. They like the energy and information I bring to the show and I enjoy being in the hands of professionals who make me look good. Everyone there makes it easy to be on TV which is NOT what I do on a regular basis. My next goal is to stop focusing on my hair being in my eyes and remember that I’m there to give good and interesting information. Hair bands and barrettes are not my best look anyway.

Media - Networking Tips on Good Morning Maryland/WMAR ABC2NEWS

I was invited back for another segment of Back2Work on Good Morning Maryland (WMAR, ABC 2NEWS) to talk about Effective Networking Tips. Jamie Costello got word that the President was going to break in any minute to talk to the nation about Ted Kennedy having just passed away. Bad timing for me, right?! Not when I'm working with a pro. Jamie asked if I could talk fast, I nodded, and when we went on air, he was off and running! My goal was simply to keep up, be articulate, make sense, and remember to smile! I laughed all the way home, wondering if it looked like the blur it felt like to me. The response I've received has been positive, and viewers liked the common sense and the ideas they hadn't thought about. Best news -- I've been invited back again. It would be great if the famous and infamous people stay healthy and alive when I make a return visit.

Event: BBJ BizSmart - Helping You Gear Up for Greatness

Joined fellow panel members Ericka Lundell and Art Taguding this morning at the BBJ offices for the first event designed to offer ideas on job search, networking strategies, career information, and suggestions. The event was very well attended (all the chairs were taken!) and there was lots of practical suggestions to try as well as some things to avoid. Monday mornings can be a challenge - even more so when you don't have a job. These folks came ready to get news to use. The BBJ is a great resource and went the extra step by offering a program that serves a genuine community need. I was pleased to support thier efforts.

Media: Good Morning Maryland

I was interviewed on WMAR-TV/ABC2's Good Morning Maryland for the weekly Back2Work segment on the topic: Staying Energized During Your Job Search. It's a challenge to stay upbeat but so critical. Not only do Job Seekers need energy to get out there and find employment, it's what potential employers and the people who can make referrals for job opportunities need to see. To hear and learn the tips that can make the difference, go to http://www.abc2news.com/content/gmm/default.aspx?articleID=18119