Management Success and the Value of Failure

August 20th, 2010

I still remember making a mistake as a young supervisor that cost the company I worked for $3,500.00. Of course my immediate thoughts were that I would at best be chastised and at worst be sacked. My punishment was a little loss of face as what I had done became a training bulletin to discourage others in similar positions from making the same mistake. The pleasant and valuable experience that resulted however was that I was asked by my bosses “what have you learned from your mistake” to which I responded “never do it again”, The final word from management was “then its money well spent, carry on”.

Prof Robert Sutton in the Harvard Business Review blog (ref*) states:

“Failure is inevitable, so the key to success is to be good at learning from it. The ability to capitalize on hard-won experience is a hallmark of the greatest organizations — [those are] the ones that are most adept at turning knowledge into action, that are best at developing and implementing creative ideas, that engage in evidence-based (rather than faith- or fear-based) management and that are populated with the best bosses.”

He goes on: “Failure sucks but instructs. In fact, there is no learning without failure… Discovery of the moves that work well is always accompanied by discovery of moves that don’t. This is why failure is so endemic to innovation.”

Brenden Boyle IDEO (Global Design Consutancy) is quoted in the same article as saying: “You can’t get any good new ideas without having a lot of dumb, lousy, and crazy ones.”

This is an excellent article and can I suggest you read it in its entirety at: ref* http://blogs.hbr.org/cs/2010/08/forgive_and_remember_how_a_goo.html

Alternatively if you are working in an organization that that doesn’t see honest mistakes as a form of learning perhaps it time to spruce up your resume. There is a free blank resume form at orglearn.org!

Quotes on failure:

“The greatest barrier to success is the fear of failure.” Sven Eriksson

“There are no secrets to success. It is the result of preparation, hard work, and learning from failure.” Colin Powell

“Failure is the tuition you pay for success.” Walter Brunell

Finally back to the HBR article: All of this positive “failure” experience of course only comes about if we (and our bosses) buy into the idea, again as Prof Sutton puts it, that “failure is a by-product of risk-taking and that honest mistakes will [and should] be forgiven [by the management]“.

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Career Advice: You’re Never Out to Lunch – Telephone Diplomacy

August 19th, 2010

Obviously we all go to lunch on most work days however when our staff are explaining why we can’t take a telephone call they should never say we are “having lunch”, “in the lunchroom” or “out to lunch”. Actually the information that inept staff or colleagues will offer over the phone is often astounding. In the toilet is probably the worst I have encountered, however the one that really annoys is he (or she) is “in a meeting”.

So if you are unavailable for any reason what is the best “can’t come to the phone” explanation (excuse) that can be given. I suppose a simple “he’s out of the office” is OK however there is something I believe is better. “He/she is attending to another customer” for my money is the only phrase that will let me hang up without being annoyed at my inability to reach the parson I wanted to contact.

While I’m at it forget the “who’s calling please” it makes the caller feel as if your deciding if they are important enough to be put through. A better question is “may I tell him/her who’s calling”.

One last thing… never tell a customer, as someone did to me today, “he’s at lunch can you call back in an hour“, that’s terrible. Telephone diplomacy can win or lose you and your company great amounts of business!

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We Often Hear the term “Working Smarter” so WHAT IS WORKING SMARTER?

July 2nd, 2010

Working smarter is about finding new ways to get the same results in less time. Working smarter is about “doing more with less” and is the basis for increased productivity.

The infamous 80/20 rule suggests that 80 percent of our results come from just 20 percent of our efforts. Conversely I have through experience found that as a manager, if you let it, 80 percent of your time can be spent managing the bottom 20 percent of performers. So the first way to improve our performance (work smarter) is to change our focus and invest more time in our top 20 percent of performers. Easy you may say, of course, however it will take great discipline to implement this basic change in behaviour.

Here are a few more working smarter ideas to consider:

Becoming sound human relations practitioners and acting with respect for the needs of others: If you communicate well, form sound relationships and become more aware of an other’s needs you are far more likely to be able to enlist their help in achieving your desired results. Central to achieving this of course is being willing to develop & show sincere interest our colleagues’ well-being.

Constantly seeking what is effective rather than efficient: I’ve seen the most efficient people shuffle paper, religiously answer emails and maintain perfect filing systems however these are not the activities that will produce improved outcomes or greater productivity. Efficiently managing inputs is a given for any competent manager however finding ways to improve the level of outputs is the core of effectiveness and to being a smarter worker.

Working towards being agents of change rather than knockers of the new: Change is constant and developing a need to seek new and better ways to do things is a must. Question everything and don’t assume that the way it’s always been done is necessarily the best way to get it done.

Increasing our value adders and ridding ourselves of energy suckers: if you can’t measure a positive outcome from an activity that you often engage in you really need to stop the activity or make a case to those that are imposing the activity on you on why it should be abandoned. Often other will have you doing something which is done out habit that may in truth, no longer really be necessary.

Understanding our five points of power and using them all – see: five points of power
Approaching every activity with a customer in mind – see: excellent customer service

Stever Robbins in an article for Harvard Business School says: “Another way to work smarter is by distinguishing busy from productive. Oh, we’re busy, and we feel productive, but we’re only productive if we’re producing the results that are most important to moving the company forward”. Ref: hbswk.hbs.edu/archive/5190.html

Managing our limited time wisely – a few tweets I have done in the past: twitter.com/rictownsend

• #Time #Management: Don’t clutter your desk, file it, delegate it, or trash it. Action 1 item at a time! Clutter slows work!
• #Time #Management: Stop ‘multitasking’ it is not time effective, trying to do 2 or more things at once just does not work.
• #Time #Management: Plan your work & work your plan. Remember the 6 p’s ‘Proper Planning Prevents Pitifully Poor Performance’
• #Time #Management: Give instructions once, ensure receiver focused & is listening by asking astute questions to confirm understanding!
• #Time #Management: Prioritize tasks in order of importance A B C piles, split B into A or C, file C until someone follows you up, do “A” now!

Finally sometimes subordinating our own desires as the manager for the sake of the group can be a wise decision as it can help to build trust and loyalty and improve levels of cooperation. Obviously you don’t want to become a puppet of the team you are leading, however dogmatically sticking to a course of action or point of view because of your delegated “legitimate power” can reduce your effectiveness as a leader and your ability to work smarter.

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Effective Business Writing: Letters, Reports, Memos and Emails the B and C of the ABC Method, Brevity and Clarity

June 17th, 2010

to continue Effective Business Writing

b) Brevity

As with speaking one of the quickest ways to lose your audience ti to circle around the topic or by indulging in the proverbial ‘beating-about-the-bush’. There is an old sales letter adage that if you don’t capture your audiences attention in the first ten words you have lost them. Get to the point quickly, use headings and bullet points, never have more than 27 words in a sentence and less is better.

According to Ann Wylie of http://comprehension.prsa.org/?p=217 ‘The longer your sentences, the less your readers will understand and  according to research by the American Press Institute a study shows that:

•    When the average sentence length in a piece was fewer than eight words long, readers understood 100% of the story
•    Even at 14 words, they could comprehend more than 90% of the information
•    However if you move up to 43-word sentences, comprehension dropped below 10%

Bottom line: To improve understanding, break sentences up or condense them.’

c) Clarity

Newspaper, magazines, blogs and many other articles have headings and so should you.

From P. Mathew www.articlealley.com/article_1568981_50.html

“Write in paragraphs that are short and convey a single thought that is briefly explained. Bulleting your sentences and maintaining lists improves readability and helps keep your ideas short and simple to read and understand.”

As I was taught it is always better to use simple words rather than long complicated ones and avoid jargon and anagrams.

Comprehension of a piece of writing can be calculated using what is known as a SMOG index and if you search for this on the web you can find a number of excellent articles that will explain how to calculate this so you check your writing effectiveness.

I still remember a boss that would send back lending submissions I had written with bright red notations “so what” at the end of sentences. To ensure clarity you need to follow the “so what” idea when reviewing your work to clarify what you are trying to transmit.

Example: The business’s gearing ratio is 2.5:1 The so what could be: This is way below the industry average of 4.2:1 and has reduced considerably over the last three years indicating a healthy financial trend.

And again from Pramila Mathew “Always keeping your goal in mind: If you lack a substantive goal, your readers can easily lose interest in your message. The rule of the thumb here is: start with an idea, and end it with the same.”

Rule 2 Read, Practice and Research like a Journalist

If you are going to an effective writer you will need to become an avid reader. You should read at least one or two books a month, preferably on topics related to your career or area of expertise or professional discipline. You can practice your writing by doing summaries of concepts you uncover in your reading, You will also I suggest need to read a serious newspaper each day and any industry magazines that relate to your work.

As you can see from this blog post I have used information written by other writers on the topic and with internet search it is easy to gain more facts or ideas about your topic. By doing research you can support your ideas with the help of other and broaden the perspectives you offer the reader.

Finally to improve your writing skills you should sit down and write at least one small ‘article’ a week – or more often if possible – on a topic related to your profession.

Perhaps a blog is a great place to start if you want to become a more effective writer.

If you like what you have read here there are more career advice articles at: orglearn career advice

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Effective Business Writing: Letters, Reports, Memos and Emails – Overview and Accuracy

June 17th, 2010

Effective business writing skills in my experience are still one of the most difficult competencies for young employees to master. Here are a few rules that may help.

Rule 1. Write like a journalist, or as some call it the A:B:C way

Obviously good journalists are experts at getting their message across so the skills they display give a great skeleton to use as a guide to our writing. The A B C stands for:

A – Accuracy
B – Brevity
C – Clarity

In journalism’s ABC they add “coherence,  emphasis, objectivity  and unity” which are perhaps a topics for another day. So lets just look at the basic ABC’s of effective business writing.

What can you do to ensure your accuracy?

As a writer one of the most difficult issues to come to grips with is to judge how well your writing covers the topic, how well the ideas flow or if you have answered the questions being addressed. A key to good writing is to ensure what you have stated in your writing paints an accurate image in the readers mind.

A great exercise to develop this skill is to write some instructions on how to use a calculator plus solve a maths problem. Once done hand what you have written to a another person to see what happens and if the answer is correct. You can also use a geometric shape as a model to  write a description of how to draw it and then see what others come up with as a result of your written instructions.

Proofreading your own work is difficult however if you have the time, leave your piece of work for a day and then read it again. Using this method can help you find the weaknesses in what you have produced. Of course the best method is then to hand what you have written to a colleague to see if you have made sense,

It’s desirable if not essential, even today, for you to ensure that what you have written is grammatically ‘correct’ and that you have followed the conventions that your organization requires. As another writer on this topic puts it: “This is one of the most important post-writing tasks that you need to do.” Grammar in most cases is what difference between a readable and understandable piece of work and a nonsensical one. Remember grammar can change your meaning dramatically!

This classic example will perhaps demonstrate the point:

a) A woman without her man is nothing.
b) A woman: without her, man is nothing.

Once more – you must proofread your work as another reader may not know that if your intent was to express point a) above or point b)

Accuracy is also governed by giving the appropriate amount of information, too little and mistaken image will  occur in the readers mind and too much will lead to reader confusion. That leads me to part two beginning with brevity.

Before we move on, finally on accuracy: Check your facts, shouldn’t really need to say it however, don’t believe everything you read and try to confirm information – ‘facts’ – from more than one source.

Go to part 2 brevity and clarity or through direct post writing-brevity-clarity

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Leader or Despot Which Management Style is More Like You?

June 13th, 2010

Sometime back a friend asked me if I could come up with a leadership anagram. Bearing in mind that in reality our leadership or management style is probably somewhere along a continuum between despotic through democratic to laissez-faire perhaps the following anagram extremes can at least serve as reminders of the best and worst of us.

SO WHICH ONE IS MORE LIKE YOU? – (ACCORDING TO THE STAFF?)

Leadership Anagram (new thinking)

L ove of followers is demonstrated
E mpathetic with individuals at all levels
A ble to create vision & achieve the mission
D emocratic decisions & communicates
E mpowers & encourages others
R esilient, overcomes setbacks
S haring, provides for followers needs
H opeful, positive & future driven
I ntelligent, uses the head and heart
P ersistent, sticks to the task, never gives up

Despotic Anagram (old thinking)

D ictatorial & commanding
E valuates rather than values
S uspicious and cynical
P ower seeking & taking
O ppresses differences
T otal control seeker
I ntrustive & instructive
C old and calculating

“THE WORLD THAT WE HAVE MADE AS A RESULT OF THE LEVEL OF THINKING WE HAVE DONE THUS FAR CREATES PROBLEMS THAT WE CANNOT SOLVE AT THE SAME LEVEL AT WHICH WE CREATED THEM” – Albert Einstein

I assume we are all a bit of a mixture of both leadership styles at different times however it would be interesting perhaps to do a 360 degree analysis on our management approach to see how we are viewed by others we deal with… or would that be a bit too stressful?

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Working in a Multicultural Environment “Back to Business” final

June 8th, 2010

After Hofstede first formulated his cultural dimensions, work by Michael Bond convinced him that a fifth dimension was needed. Long-Term Orientation seemed to play an important role in Asian countries that had been influenced by Confucian philosophy over many thousands of years.

Hofstede and Bond found such countries shared the following beliefs: A stable society requires unequal relations, the family is the prototype of all social organizations and consequently, older people (parents) have more authority than younger people (and men more than women). When Hofstede and Bond developed a survey specifically for Asia and reevaluated earlier data, they found that long-term orientation cancelled out some of the effects of Masculinity/Femininity and Uncertainty Avoidance. They concluded that many Asian cultures are oriented to the search for (and practice the of) virtuous behavior. Virtuous behavior means NOT treating others as one would NOT like to be treated, (giving face and avoiding nastiness) and virtuous behavior in work means trying to acquire skills and education, working hard, being frugal, having a sense of shame, having patience and persevering for long-term gains.

Western countries, by contrast, have been found more likely to promote equal relationships and emphasize individualism. Focus is on ACTIVELY treating others, as you would like to be treated (open honest dealings?) and on finding fulfillment through creativity and self-actualization, with ‘now being the only time we really have’ and an orientation to personal belief and the search for truth.

So back to business and business culture itself

“The culture of business is the environment in which it operates; this includes its philosophy, values, shared assumptions, group standards, and the behavioral patterns of its employees. These cultural beliefs are taught to new employees as the correct ways to perceive, think and act within the business.” Ref 2

In addition to the subcultures associated with particular departments within the organization there are those based on power associated with leadership and allocation of resources, achievement, rewards, results and recognition, support placing value upon the employee and role dealing with rules and responsibility assigned to tasks performed. Ref 2

To understand what is happening with cultural influences perhaps the following ‘cultural iceberg’ will shed some further light. The iceberg is made up of the above factors and is shown below

Remember as a manger or employee (or for that matter as a human being) that you can only see what is above the waterline and that your actions and influence will only at best encourage or discourage behaviours. Perhaps if you are extremely effective you may (and should) change attitudes, however it is almost impossible and would be foolhardy to attempt to change another’s Cultural Assumptions, Beliefs or Values. You just don’t have the time to invest.

A FINAL REMINDER; CULTURAL STUDIES ACT AS… A GUIDE FOR THE WISE AND THE RULES FOR FOOLS! ASK DON’T ASSUME AND NEVER TELL SOMEONE ABOUT THEIR CULTURE.

Refs:
1 http://wwmr.org/AUSB-globalecon/readings/hofstede-ad.htm Excerpt from article by:
Aaron Marcus, President, Aaron Marcus and Asociates, Inc

2 http://workplaceculture.suite101.com/article.cfm/understanding_business_culture

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Working in a Multicultural Environment “National and Family Influences” part 5

June 8th, 2010

Hofstede’s findings in full can be found on the web and I recommend them as a great way to start thinking about the differences you may encounter in a multicultural or international workplace.

In a particular it can explain why many around us (that come from high uncertainty avoidance societies) show anxiety about an uncertain future particularly in times of change and how change induces stress (and often aggressiveness) and why for some formal rules and structures are protected to reduce risk. New ideas on ways of doing things for some can be seen as little more than, not to be tolerated ‘deviant’ behavior. Uncertainty avoidance individuals who feel relatively threatened will strive to believe in a common set of absolute truths (“the way we did it in the past”), with time focus being the now and the past and the traditional hierarchy seen as determining their wellbeing. These individuals will constantly seek direction from a trusted leader in the hierarchy and avoid personal responsibility because mistakes are seen as ‘sins’ that will exact punishment.

Although here again I have been discussing societies in general some families I believe produce these types of individuals in all societies so when looking to influence others around us we must be conscious of these traits. Again it is best to ask (tactfully) to understand another’s motivation rather than assuming.

If we add to a work situation a “masculine society”, assertive, materialistic, quantity of life individual who is trying to lead/manage and associate with a; sensitive, relationship oriented, group-welfare valuing, ‘quality of life’ driven flock of people, you can see why difficulties occur. A great example; many hotel GM’s are Austrian, who rank as no 2 in the world in masculine orientation. Imagine an Austrian GM trying to deal with a Thai workforce that rank at no 44, i.e. have a more “feminine” or relationship approach to life.

Part 6 final and back to main orglearn blog

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Working in a Multicultural Environment “National Influences” part 4

June 6th, 2010

Culture on a national level: Individualist and Collectivist Societies

What are the differences between individualist and collectivist societies? Well it is “I” v.’s “We”. In individualist societies the wife and kids need me to support them v.’s in collectivist, the ‘extended’ family, parents, uncles, aunts etc., who will protect me in exchange for my loyalty. Individualism is also about speaking our mind, regardless of the situation as honesty counts and leads to respect v.’s think before you speak, harmony is imperative, what I say may bring shame and loss of face to my group, I must show respect. In individualistic societies employees contract their services to achieve a common goal based on aligned visions and they are promoted primarily on competence. In collectivist societies employees build relationships with their organizations based on the moral worth of the employer along similar lines to the family concept and expect to be promoted due to their overall connections and associations. Managers in the first case manage individuals and the task rules the relationships whereas in the second case they manage (or control) groups in which the relationships are more important than the task.

In individualistic societies education is about learning how to learn and ‘academic degrees’ signify economic worth and create self-respect v.’s an the attitude that education is to learn how to do things and the value of a degree is its power to provide a way into higher status groups. Also in individualistic societies personal rights, such as the right to privacy and personal freedom prevail; whereas in collectivist societies group interests prevail to the point where groups are likely to invade our privacy as equality overrides the rights of the individual. In these collectivist societies individuals are expected to join a state of ‘groupthink’. Finally in individualistic societies self-fulfillment (almost at any cost) is the ultimate goal v.’s that of a collectivist society where harmony and consensus are the ultimate goals.

So what do you do if you’re and individual in a collectivist society… spend time, build relationships, see business as a long-term partnership, think total group… and most of all… be prepared to do it their way!

IN A FOREIGN CULTURE MANAGEMENT POSITION BE PREPARED TO ACCEPT A DIFFERENT VIEW OF THE WORLD… OR THE FRUSTRATION MAY WELL KILL YOU!

Continue to part 5

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Working in a Multicultural Environment Predispositions continued part 3

June 4th, 2010

As I mentioned a study by Hofstede perhaps it wise to at least look at his work on cultures. Although I think it is best to make judgments on individuals as individuals it is at least worth considering the issues that give each of us a propensity to behave in a certain manner. Again I caution on making sweeping generalizations based on assumed attitudes resulting from observations regarding race, colour, religion, age, sex, generation, socio economic background or appearance. “Ask don’t tell” is still the best strategy.

Hofstede’s research indicated four main areas of national culture; small or large power distance, individualistic or collectivist philosophy, high or low uncertainty avoidance and finally quantity of life (materialistic), versus quality of life (relationships and concern for each other). As managers/leaders Hofstede helps us understand what we may be dealing with when we are working in a multi-racial or international group. Remember, these are ‘clues’ to potential differences in doctrines, not facts and they should only be used to help us figure out what questions it might be worth asking to explore why one individual reacts to certain stimuli differently to another.

A few examples of small and large power distance are; inequalities among people should be minimized (small), v’s Inequalities among people are both expected and desired (large), parents and children are equal (small) v’s parents expect obedience and children show respect (large). In the classroom teachers are our equals (although experts) who transfer impersonal ‘truths’ and expect students to show initiative (small) v’s teachers are gurus that take all the initiative and transfer ‘personal’ wisdom (large). In organisations in small distance societies, decentralized hierarchies (which bring inequality) are established for convenience only, whereas in large power distance societies hierarchical inequality with power centralized is a reflection of ‘real’ existence and it is expected to maintain this ‘natural’ inequality. Again in small distance societies, moderately paid, resourceful democratic bosses are expected to consult with reasonably paid subordinates, versus (large) where highly paid benevolent autocrats are expected to be good ‘mums’ and ‘dads’ and tell poorly paid subordinates what to do. Importantly in small power distance societies, power is based on formal position, expertise, the ability to give rewards and its use should be legitimate and subject to the criteria of good and evil. Conversely in large distance societies power is based on association with powerful individuals, family or friends, charisma, the ability to use force, where might prevails over right, that is, whoever holds the power is right and good.

Direct page viewers can go to main blog to check out other posts by clicking on the white “orglearn.org” in the header panel above!

If you are looking for an overseas posting take a look at the free blank resume form and make sure you include some cross cultural abilities in your competencies!

“THE ONLY VALID REASON TO SEEK POWER IS TO CREATE SOMETHING POSITIVE” (Ric influenced by Blanchard)

part 4

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