I just finished reading a book I unexpectedly found rather wonderful. I say “unexpectedly” because the book is The Zen Commandments by Dean Sluyter and Zen is a subject I tend to put into the category of touchy-feely, New Age (yes, I know it’s been around for eons but still), and therefore just not ME.
Of course this book isn’t really about Zen per se. As the author says upfront, “It’s about the discovery of inner freedom…” Inner freedom being something else I would normally put in the touchy-feely, New Age category of things that might be me but which I’m certainly not going to talk about with just anyone.
This book is indeed about inner freedom – and it’s given me a lot not only to contemplate but to aspire to.
EPI blogger Deanell Sandoval has written about reducing clutter and also about uni-tasking, ideas that are making me think. The Zen Commandments is a complement to all that. To me, it’s a lot about maintenance.
Maintaining freshness in perception. Maintaining openness in banality. Maintaining humor in stress. Maintaining focus in chaos. Maintaining simplicity in clutter.
All this really speaks to me. Life throws a lot at us. Work responsibilities add to what can become an absolute vortex of complexity and I appreciate suggestions about how to maintain balance (stop and smell the roses) and increase productivity (get done what needs to be done). There are many practical applications presented in newsletters and workshops – and yes, blogs – for reducing work and life clutter, some of which I’ve tried and have found very useful in real life.
But it’s also freeing to think about all this in loftier terms, and that’s what I find most delightful in The Zen Commandments.
Here’s one of my favorite examples:
“We don’t have to make life simple; it’s always already simple, even on the busiest day in the most hectic metropolis… True simplicity doesn’t need to annihilate richness and complexity; it can handle commitment and responsibility.” (p. 89)
Let me know how you “maintain.”
Friday, June 26, 2009
Sometimes You Eat the Bear
And sometimes the bear eats you.
We’ve all had days when it feels as if we’re on the chewed-up end of the bear scenario. This morning was one of mine. It started out fine but rapidly went south toward bear territory when I discovered that our year-old microwave now has a non-functioning keypad. I tried all manner of logical things, none of which worked, and ended up calling customer service.
That’s when I really got chewed up and spit out.
My “customer service” representative was everything but customer- or service-oriented. Her manner was shrill and accusatory, insinuating that we must have done something downright nefarious to make the microwave stop working. She sighed disgustedly when I said that I could not remember exactly when we had bought it and gleefully described all the ways in which it would now cost me money. I hobbled away from what should have been a relatively painless encounter feeling both bloodied and bowed.
Obviously, I’m exaggerating. But not by much. This is a person whose strengths apparently are not conducive to customer service. As I drove to work, I wondered about the circumstances that led her to this particular job and about the employer who hired and, presumably, trained her.
Customers might be a little happier if this employer, and many others, explored ways to use their employees’ strengths to engage them at work. A tool such as StrengthsFinder is common in certain industries, but I had never taken the StrengthsFinder assessment until coming to EPI. At EPI, all of us have taken it and have compared notes several times. I won’t go so far as to say that “discovering” my strengths was a revelation, but it’s a positive, unique approach to personal and professional engagement. I was intrigued enough to buy StrengthsFinder 2.0 by Tom Rath for everyone living with me: my husband, my 75-year-old mother, and my adult brother. They all took the assessment and we pored over the results together.
As you might expect, I’ve learned some worthwhile things about my coworkers – who works in what way, whom to approach with what challenge, and so forth. But the most fun I’ve had with StrengthsFinder has been with my family.
A variety of circumstances has led to the four of us living under one roof. We have to be careful to maintain a balance between giving one another space in a not-so-spacious house and participating in common activities to strengthen our bonds. Sometimes it’s actually fun. Sometimes, as you can imagine, it’s a situation fraught with tension. Most of the time, it’s just…the way it is.
With StrengthsFinder I’ve learned a few things that have helped me, someone who places a very high premium on time alone, live happily – mostly – with my circumstantial housemates. It’s provided me with insight into myself and them, and gives me a window onto their worldviews. I hope it’s also given me more patience with each of them and vice versa.
So maybe, just maybe, I’m not such a bear to live with anymore.
We’ve all had days when it feels as if we’re on the chewed-up end of the bear scenario. This morning was one of mine. It started out fine but rapidly went south toward bear territory when I discovered that our year-old microwave now has a non-functioning keypad. I tried all manner of logical things, none of which worked, and ended up calling customer service.
That’s when I really got chewed up and spit out.
My “customer service” representative was everything but customer- or service-oriented. Her manner was shrill and accusatory, insinuating that we must have done something downright nefarious to make the microwave stop working. She sighed disgustedly when I said that I could not remember exactly when we had bought it and gleefully described all the ways in which it would now cost me money. I hobbled away from what should have been a relatively painless encounter feeling both bloodied and bowed.
Obviously, I’m exaggerating. But not by much. This is a person whose strengths apparently are not conducive to customer service. As I drove to work, I wondered about the circumstances that led her to this particular job and about the employer who hired and, presumably, trained her.
Customers might be a little happier if this employer, and many others, explored ways to use their employees’ strengths to engage them at work. A tool such as StrengthsFinder is common in certain industries, but I had never taken the StrengthsFinder assessment until coming to EPI. At EPI, all of us have taken it and have compared notes several times. I won’t go so far as to say that “discovering” my strengths was a revelation, but it’s a positive, unique approach to personal and professional engagement. I was intrigued enough to buy StrengthsFinder 2.0 by Tom Rath for everyone living with me: my husband, my 75-year-old mother, and my adult brother. They all took the assessment and we pored over the results together.
As you might expect, I’ve learned some worthwhile things about my coworkers – who works in what way, whom to approach with what challenge, and so forth. But the most fun I’ve had with StrengthsFinder has been with my family.
A variety of circumstances has led to the four of us living under one roof. We have to be careful to maintain a balance between giving one another space in a not-so-spacious house and participating in common activities to strengthen our bonds. Sometimes it’s actually fun. Sometimes, as you can imagine, it’s a situation fraught with tension. Most of the time, it’s just…the way it is.
With StrengthsFinder I’ve learned a few things that have helped me, someone who places a very high premium on time alone, live happily – mostly – with my circumstantial housemates. It’s provided me with insight into myself and them, and gives me a window onto their worldviews. I hope it’s also given me more patience with each of them and vice versa.
So maybe, just maybe, I’m not such a bear to live with anymore.
Wednesday, June 24, 2009
Digital Natives
Recently I saw this video about digital learners on YouTube and found it interesting enough that I want to share it with others (A Vision of K-12 Students Today). After watching it, I realized that these learners are our future employees and employers. This raised more questions for me than answers. How are our traditional school systems preparing our workforce of the future? How do we best engage these digital natives in the learning process? How do we prepare people for jobs that don’t even exist yet? What are the behavioral attributes we need in our organizations or in society to succeed in the digital world? I’m continuing to ponder these questions and would enjoy reading your thoughts on the subject.
Check it out and let me know what you think.
Check it out and let me know what you think.
Thursday, June 18, 2009
Comparisons and SMARTER Goals
It is a challenge not to compare ourselves to others, whether in business or in life. I tend to do the “when so-and-so was my age, this is what they were doing.” We do this in business as well. “When Amazon.com was only four years old, their revenue was ________.” Why do we compare ourselves to others? It does not seem like a healthy way to gauge success, yet most people I talk to do this very thing.
What I am really talking about here is goal setting. Goal setting is the key to getting out of your comparison rut. If you set clearly defined goals, it will not be as easy to be hard on yourself, and you will be on your track and will not have time to compare your road to someone else’s. Isn’t there some sort of saying about the road less traveled? Do you really want to be on the road over there, the one that everyone else is trotting on?
At EPI, during our strategic planning process we used SMARTER goals. We had all heard of SMART goals, but SMARTER goals takes it one step further. Goals need to be Specific, Measurable, Accountable, Realistic, Time Bound, Exciting, and Relevant. Setting goals in this manner has not only encouraged us to create our own road but it keeps us focused on what we need to be doing to meet those goals.
When goal setting, I encourage companies to set goals and build time in to review those goals. This review can be monthly or quarterly or even weekly, depending on the scope. The challenge is to review goals regularly enough that you become accountable for accomplishing what you have set out to do.
As we enter the second half of 2009, I encourage you to evaluate your goals, set new ones and review them regularly.
Good Luck and here’s to a SMARTER Third Quarter!
What I am really talking about here is goal setting. Goal setting is the key to getting out of your comparison rut. If you set clearly defined goals, it will not be as easy to be hard on yourself, and you will be on your track and will not have time to compare your road to someone else’s. Isn’t there some sort of saying about the road less traveled? Do you really want to be on the road over there, the one that everyone else is trotting on?
At EPI, during our strategic planning process we used SMARTER goals. We had all heard of SMART goals, but SMARTER goals takes it one step further. Goals need to be Specific, Measurable, Accountable, Realistic, Time Bound, Exciting, and Relevant. Setting goals in this manner has not only encouraged us to create our own road but it keeps us focused on what we need to be doing to meet those goals.
When goal setting, I encourage companies to set goals and build time in to review those goals. This review can be monthly or quarterly or even weekly, depending on the scope. The challenge is to review goals regularly enough that you become accountable for accomplishing what you have set out to do.
As we enter the second half of 2009, I encourage you to evaluate your goals, set new ones and review them regularly.
Good Luck and here’s to a SMARTER Third Quarter!
Tuesday, June 16, 2009
A New Way to Think About Time
I read two interesting books recently. One is titled The Four Hour Workweek, and the other is titled The Seven Day Weekend. While the titles were originally my reason for picking them up, I continued to read them because of the tone of the books. At first glance, I had assumed the books were going to be about “getting out of work,” but upon reading them I discovered that the true purpose of each of these books is to encourage employees and employers alike to look at work time and productivity in a new way.
Have you ever come in to work and knew you had a lot to do and desperately tried all day to complete any one of the thousands of items on your list and gotten nowhere? Conversely, have you come in to work, ready, determined and focused, list in hand, and accomplished everything and more? You were clear in your vision and knew exactly what you needed to accomplish. Your productivity skyrocketed and you knew you had completed two days worth of work in that one day.
Taking the cues from the books above, the argument is that when you are organized and focused you can accomplish all that you need to in a fraction of the time, therefore opening your life up to new opportunities.
I spend a fair amount of time, like most, trying to manage my productivity and make use of the 24 hours that I have been gifted. I have made a shift in the last couple of years and have gone from multi-tasking to uni-tasking. This is a fairly new concept and one that I scoffed at initially. What none of us realize is that in multi-tasking, thoughts are scattered and it actually takes twice as long to accomplish a goal than if you sit down and focus on one thing completely and then move on to something else. In the book, The Power of Full Engagement, Jim Loehr argues that rather than managing time, you should focus energy. This focused energy, or uni-tasking, allows you to get more done in less time.
Time is the great equalizer: we all have 24 hours. How are you using yours?
Have you ever come in to work and knew you had a lot to do and desperately tried all day to complete any one of the thousands of items on your list and gotten nowhere? Conversely, have you come in to work, ready, determined and focused, list in hand, and accomplished everything and more? You were clear in your vision and knew exactly what you needed to accomplish. Your productivity skyrocketed and you knew you had completed two days worth of work in that one day.
Taking the cues from the books above, the argument is that when you are organized and focused you can accomplish all that you need to in a fraction of the time, therefore opening your life up to new opportunities.
I spend a fair amount of time, like most, trying to manage my productivity and make use of the 24 hours that I have been gifted. I have made a shift in the last couple of years and have gone from multi-tasking to uni-tasking. This is a fairly new concept and one that I scoffed at initially. What none of us realize is that in multi-tasking, thoughts are scattered and it actually takes twice as long to accomplish a goal than if you sit down and focus on one thing completely and then move on to something else. In the book, The Power of Full Engagement, Jim Loehr argues that rather than managing time, you should focus energy. This focused energy, or uni-tasking, allows you to get more done in less time.
Time is the great equalizer: we all have 24 hours. How are you using yours?
Thursday, June 11, 2009
The Continuing Human Resource Challenge
Recently, a colleague sent me a video link posted by HR.Com. To view the video, please go to: www.hr.com/grow
At first, I got a good laugh, then I felt frustrated, and once again I decided to laugh. I sent the link to many of my friends in the HR community and had varied responses. Many of the reactions were similar to mine. In fact, here are a few of the comments that I received:
“That is so cynical and sad – but kind of funny!”
“I was thinking the exact same thing --- and then, of course, I tweeted the link! Thanks for the laugh.”
“I have to be really honest and say I found the video very disappointing. I think this cynical attitude is what continues to place HR professionals in a poor light. If we think that way, we act that way, and it is that way.”
“Oh, that’s funny… sad but funny (and unfortunately true!)!!”
As I continued to receive responses from my friends in the profession, I thought about the continuing HR challenge and my role to defeat these perceptions. I’ve been in the training and development function of HR for the last nine years. During the course of this time, I have attempted to combat these perceptions of HR. I’m a professor at Regis University in the Masters of Organizational Leadership program and teach Strategic Human Resource Management. Throughout the class, most students report that their HR professionals are not strategic business partners and at the conclusion of the class, all of them report the importance of strategic alignment with the overall organization.
So where does that leave organizations and HR professionals? I can’t state enough the importance of HR professionals combating these perceptions and it will take more than lip service. HR leaders today must present and get the bottom-line results for their organization. The cost of turnover speaks volumes to the Executive committee. In addition, HR can increase organizational performance through employee engagement; thus, the training and development arm of the organization is a necessary function especially during these times of fear and job uncertainty. HR leaders, with their departments, who are aligned with the organizational mission, vision, and strategy, will impact the bottom line.
As the video highlights, HR will not impact the organization if it only focuses on benefits, compensation and employee relations. HR leaders must get a seat at the table. With the Employee Free Choice Act on the President’s (POTUS) desk, we must take a seat and impact the bottom-line.
At first, I got a good laugh, then I felt frustrated, and once again I decided to laugh. I sent the link to many of my friends in the HR community and had varied responses. Many of the reactions were similar to mine. In fact, here are a few of the comments that I received:
“That is so cynical and sad – but kind of funny!”
“I was thinking the exact same thing --- and then, of course, I tweeted the link! Thanks for the laugh.”
“I have to be really honest and say I found the video very disappointing. I think this cynical attitude is what continues to place HR professionals in a poor light. If we think that way, we act that way, and it is that way.”
“Oh, that’s funny… sad but funny (and unfortunately true!)!!”
As I continued to receive responses from my friends in the profession, I thought about the continuing HR challenge and my role to defeat these perceptions. I’ve been in the training and development function of HR for the last nine years. During the course of this time, I have attempted to combat these perceptions of HR. I’m a professor at Regis University in the Masters of Organizational Leadership program and teach Strategic Human Resource Management. Throughout the class, most students report that their HR professionals are not strategic business partners and at the conclusion of the class, all of them report the importance of strategic alignment with the overall organization.
So where does that leave organizations and HR professionals? I can’t state enough the importance of HR professionals combating these perceptions and it will take more than lip service. HR leaders today must present and get the bottom-line results for their organization. The cost of turnover speaks volumes to the Executive committee. In addition, HR can increase organizational performance through employee engagement; thus, the training and development arm of the organization is a necessary function especially during these times of fear and job uncertainty. HR leaders, with their departments, who are aligned with the organizational mission, vision, and strategy, will impact the bottom line.
As the video highlights, HR will not impact the organization if it only focuses on benefits, compensation and employee relations. HR leaders must get a seat at the table. With the Employee Free Choice Act on the President’s (POTUS) desk, we must take a seat and impact the bottom-line.
Monday, June 8, 2009
MentoringConnects
Innovative mentoring programs develop sustainable relationships across the organization. In fact, research presents that those who participate in mentoring programs are promoted at six times the rate of those who do not and that retention in organizations is dramatically improved. If you are interested in distinguishing your organization as a development organization, here are three mentoring best practices that EPI suggests:
1. Leverage formal mentoring programs. Formal programs are structured and provide an opportunity for employees to be paired with one another. Many times, these programs have an application process that allows the mentor to be paired with a mentee that has common interests. Some examples of formal programs include: mentoring cohorts, mentoring circles, departmental mentoring, new hire mentoring, career mentoring, socialization mentoring, reverse mentoring, etc.
2. Capitalize on informal mentoring. Through the use of formal mentoring programs it typically breeds a culture of informal mentoring. Many times, formal programs create mentor/mentee relationships across the organization that stick. These relationships flourish and friendships are formed. Research supports that employees are more engaged when they have friends and mentors at work.
3. Measure success. Through interviews and surveys you can measure the success of your programs by capturing engagement, retention, and promotion data.
1. Leverage formal mentoring programs. Formal programs are structured and provide an opportunity for employees to be paired with one another. Many times, these programs have an application process that allows the mentor to be paired with a mentee that has common interests. Some examples of formal programs include: mentoring cohorts, mentoring circles, departmental mentoring, new hire mentoring, career mentoring, socialization mentoring, reverse mentoring, etc.
2. Capitalize on informal mentoring. Through the use of formal mentoring programs it typically breeds a culture of informal mentoring. Many times, formal programs create mentor/mentee relationships across the organization that stick. These relationships flourish and friendships are formed. Research supports that employees are more engaged when they have friends and mentors at work.
3. Measure success. Through interviews and surveys you can measure the success of your programs by capturing engagement, retention, and promotion data.
Friday, June 5, 2009
Web Conferencing and Virtual Learning
Jenny’s post about Avatars and Learning got me thinking about Web conferencing – the method most companies use for virtual learning. This certainly isn’t as “flashy” as Second Life, but can be very effective.
Interactivity is important for engaging learners in the class, whether in virtual or classroom training. I’ve found that the most effective interactivity is when learners are interacting with both the content and other learners.
Fortunately, most Web conferencing products and services provide several tools to promote interaction.
- Phone Conferencing: Participants access a phone conference line so they can speak to the instructor, to one another , and to small group members in a breakout room.
- Chat: Chat functionality can also be used in breakout rooms to allow each small group to communicate by using private text chat.
- Breakout Rooms: These provide a way to conduct small-group activities. Participants work together virtually to complete an activity. Using phone conferencing or chat among the group members in the breakout rooms provides the opportunity for discussion and interaction during the activity.
- Whiteboard: Most products provide the opportunity to use several whiteboards. The instructor can assign a whiteboard to each small group to use to complete an activity or report activity results, e.g., an activity in which participants summarize their most important recommendation in exactly 11 words.
- Application Sharing: This provides a way for the instructor to make a document or software program available for participants’ use. Participants can take turns using the document or software to complete an activity.
- Streaming Video Using Webcams: Using small, inexpensive webcams enables the instructor to stream video for introductions. In addition, if small groups of students are in several locations around the country, each small group can report activity results via webcams.
- Feedback Buttons: Instructors can ask questions that participants answer by selecting feedback buttons that include “Yes” or “No”, as well as a variety of emoticon choices. These work well for obtaining feedback and opinions about content.
- Polls/Surveys: The instructor can conduct surveys of participant attitudes regarding content, responses to participant statements or activities.
- Document Sharing: This is great tool to enable participants to interact with the content. For example, each small group can work on a document or screenshot that contains several incorrect field entries. Participants work together using annotation tools to mark up the document with what was incorrect and what data should have been entered.
- Q & A: Participants can ask the instructor questions and receive answers via voice and text. The session producer answers technical and logistical questions, while the instructor answers questions about the content. The instructor can also ask questions of specific participants during each activity. Ideally, participants can save a copy of the text questions and answers at the end of the session.
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