3 Steps to Get Organizational Values 01/12/2012
On a recent LinkedIn Facilitators group the question was posed, "Great facilitation techniques for getting at organizational values? Hello friends, I'm collecting techniques for helping management groups of 10-15 get at their values. We do the "values" sessions as a part of the strategic/annual plan. I've approached it several ways but am looking for great ideas to incorporate. Thank you!" I am driven by values [principles] and have learned that when we operate out of our principles we rarely ever have to banter back and forth on an important decision because are values become our compass and guiding light to that clarity. Here was my response: I am not sure what you incorporate as part of your "values" sessions, but here is what I have found successful. I believe that organizational values are strongly tied to the cultural ethos which is strongly tied to individual values. Organizational and individual values tend to push and pull at each other, not negatively, but in sharpening and deeply connecting that individual to the organization. STEP 1: So I will typically go through a personal values process to help the individuals identify their personal values. Then do some exercises with each other that teach them how, if we can make decisions based off our values, we tend to make BETTER decisions. Step 2: Then if we take the individual values and start to ask how do those build the corporate ethos, the value(s) of the organization can start to be realized. Keeping away from general values such as Enron - "Integrity. Communication. Respect. Excellence." Drilling them deeper and making them personal; core values can't be faked... ask Enron. They must identify why their company exists, it's purpose, then decide what values embrace that purpose. Step 3: Then as a wrap up, discuss how each person's individual values works within and through the organization's values. This brings awareness to how each person, although different, can own the values and live with and in them. If those values can be owned across the entire enterprise - purchasing, HR, marketing, etc. then you have the ability to create the foundation for value-based relationships with partners and customers that command trust and loyalty. This then directly ties to an increase in income and decrease in loss because employees and management begin to 'own' the company more. IF we as consultants/facilitators can figure out from a value direction how to increase ROI then companies are much more eager to hire us and bring us back for extended contracts. Add Comment Motivation... Is It a Flat Tire? 11/17/2011
Although there are over 20 theories of motivation, some including intrinsic motivation, incentivizing, needs theory, etc. The reality is that motivation comes down to the reasons a person has for acting out with a particular behavior in a particular way for a certain means. We may hear a commanding speech, a heartfelt compassionate plead that tugs at our heart, or a rally cry. All of these may be motivating. Many times the motivating intent leads to a demotivating action. Think of the time when the boss tries to rally his troops to move forward. In his/her attempt they uncannily make people feel bad because they haven't met the expectations of the leader. This typically is caused because standards and expectations were not clearly defined or accountability was not a system that was widely enforced. Many times employees or team members are released from their duties (fired) or moved on to another department, not because they couldn't follow directions or were not motivated, it may be due to lack of those expectations and no accountability. However, the leader feels they were not... Kaizen: Because there Is NO Other Option 07/12/2011
Kaizen has for me, become a way of life, a core value. It has made me better, more efficient, and more productive. I have used it in my coaching practice with clients and seen huge results when it is instituted properly. For some it is a better way to improve profits, for some to decrease waste... but what is it? 3000 ideas per day... or better yet, one million ideas per year is the amount of new ideas that Toyota implements per year. This explains why Toyota seems to be on a different playing field of their own. The truth is it is not about the cars. It is all about the ideas and the people with those ideas. Kaizen is all about small ideas, small improvements. These are not necessarily touchdowns after a 99-yard run but 2.5 yards every play over and over again to win the game. It is born of excellence. Althought Toyota in today's view is not the most positive because of some of the recent safety issues, they led the way for many years. Why so Toyota worth almost as much as all the auto builders combined? The human element, the one resource that is the pinnacle of human creativity and participation. This pursuit of excellence is almost a taste of blood for perfection. The true meaning of Kaizen - continuous improvement. How does two guys after World War II, Deming and change Japan and make them a leader of proficiency? Through the eyes of the ant, small but powerful workers that are all doing their own part to make the entire culture the most synergistic machine possible. The synergy that says the sum is greater than any measurement of the individuals. The following information is also available more thoroughly here. Kaizen mindset rules. Every company employee is encouraged to come up with ideas – however small – that could improve his/her particular job activity, job environment or any company process for that matter. The employees are also encouraged to implement their ideas as small changes can be done by the worker him or herself with very little investment of time. Quick and Easy Kaizen helps eliminate or reduce wastes, promotes personal growth of employees and the company, provides guidance for employees, and serves as a barometer of leadership. Each Kaizen may be small, but the cumulative effect is tremendous. In simpler terms... good enough never is! What happens when someone fails by less than they use to, does it get noticed? If someone use to be consistently 30 minutes late each day and now they are only 15 minutes late do they get recognized for their 50% improvement? What about that person who makes everyone mad, but now only makes 25% of the people mad, does she get recognition for the 75% improvement? Often times we notice those who have swam the ocean, ran across the country, or done a triple backflip summersault off a 2-story vault but fail to notice those who are failing by less. Is not kaizen about small improvements over time? Most managers admit they have a tough time viewing degrees of less failure as an achievement. Furthermore, if they do notice and want to say something they do not know how to say it without sounding condescending, sarcastic, or embarrassed. The BEST Monsoon Dust Storm [Haboob] 7/5/11 07/06/2011
This is one of the best dust storms I have ever encountered in Arizona. I was born and raised in Arizona, and out of 30 years this was the most incredible sights of a storm rolling in. It looks like a wall of fire or something worse just rolling in. In a matter of four minutes the sky goes from bright to pitch black with about 30 feet of visibility and reported 60mph wind gusts. Enjoy! Task Management [Setting Proper Priorities] 06/08/2011
Every single one of us is created equal with the simple fact that we have responsibilities, of course some more than others. However, not all those tasks are created equal. The truth is if we don't realize this, we can get derailed from finishing what is most important. The reason that task management is so important in relation to setting proper priorities is when things change, things come up, or emergencies arise (it is just a matter of when), you can quickly identify a new or changed priority and put it into your mix of tasks. A very useful method that I have found is the A, B, C, D, E method in order to identify the importance of tasks. An A task is a top priority task that needs to be done today or in the next 24 hours. A B task is a task that needs to be done between two days and the next week. A C task has the priority between one week and one month. D, however... The Formula for Change [DxVxFxCL>R] 06/05/2011
As a human I have learned that change is the only constant and the most consistent agent we have in life. As Arthur Schopenhauer said, 'Change alone is eternal, perpetual, immortal.' However, as a coach I have learned that people are not consistent in their goals or keeping up with their need/desire for change. In my observations, the struggle is whether we conform to the pressure around us or do we take center stage for the story of our life and determine for ourselves what change will look like? ‘When we are no longer able to change a situation – we are challenged to change ourselves.’ Viktor Frankl Of course there are several stages for change, and most common are the personal stage and the organizational stage. Both seem to have their difficulties as well as alignments of skills. Regardless of the stage you set your foot on to live your change, the steps are similar, typical and exchangeable. Richard Beckhard and David Gleicher, later refined by Kathie Dannemiller coined the term, "Formula for Change" which is sometimes called Gleicher's Formula. This formula compares the success of change programs to the relative strengths affecting that change. It is as follows: D x V x F x CL > R There are four factors that are needed for change, whether for the individual or organization. These factors are: The Explosive Growth of Mobile Marketing 04/20/2011
So what is the data on mobile marketing? How many people have cell phones? Is it just teenagers with smart phones and execs touting their Crackberries slung to their side stepping into the center of the street at high noon ready for a gunsling with a Bluetooth ear piece stapled to their ear? Ok, yes it is just the execs with the annoying Bluetooth earpieces implanted in their ear canal. But aside from the last fact, er, there is a lot of data. Below is a nice image with some really interesting numbers for you, now you don't have to read. Phones are no longer just a communication tool, they are a... NOW I LIVE 04/06/2011
For several years I masqueraded behind a humble approach of living my best efforts. The skills and knowledge, surrounded by my experiences only served as an attempt in life. It was marked by all my online social bios, they simply read, "I attempt the following..." One of my great friends, Leon Quan, challenged me with this, "Shaun, find your voice Man! Don't attempt, do it. No one wants to pay for someone to come in and "attempt" to be successful. I'm just playin with u Bro...sorta...no really dude, Grow a pair Dawg! Ur a Bada$$- Don't forget it, ur Dad'd say it too." What was captivating, is Leon said this shortly after I had sent out a tweet about it being my father's 59th birthday who had died 10 years prior, it challenged me to think. I was challenged... Power of Positive Praise [Take the Quiz] 03/21/2011
Take this quiz, then read on:According to a recent Gallup Poll, what percentage of the American workforce received no praise or recognition in the last year? According to the Gallup Corporation's research of five million employees worldwide, the frequency of praise and recognition in the workplace should be no less than: Researchers have determined for healthy relationships the perfect ratio of positive comments to negative comments is: Cigarette smoking has been shown to decrease life expectancy by 5.5 years, but a 2000 Mayo Clinic study showed that positive emotion can increase life expectancy by: So how did you do on the quiz? Leave your results in the comment section below. Don't worry, there is NO shame!
The margin that people leave organizations is overwhelming, and it has nothing to do with benefits, pay, or promotion. The main reason is because they feel... | Latest TweetsArchivesJanuary 2012 CategoriesAll |











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