iPad - making it a business tool - part 2

As I mentioned in part 1, I use Notability for taking notes and have been able to go basically paper free with this wonderful application.  One thing which contributes to that is finding the right stylus.  It has to make the connection to provide the same sense as writing with ink and paper, with the same legibility - which with my handwriting is saying a lot.

So far I've only tried out three different stylus. 

The first seemed the coolest.  It came to a fine point with a round disk which slid across the surface of the iPad.  This particular stylus worked fine IF you kept the angle relative to the iPad relative high, i.e. it needed to be as close to 90 degrees as possible for the best effect.  When you could work this way, the writing was great.  However, when you forgot, or relaxed and the angle decreased, so did the writing quality with skipped lines.  Also the disk floating on the surface eventually left enough marks on the screen protector I was using to actually make the entire screen look pretty nasty.  I never used it on the bare tablet screen and would be a little afraid to do so after what it did to the screen protector.  So, while it looked cool, this was definitely NOT what I needed.

This second stylus was the cheapest and definitely not fancy by any stretch of the imagination.  The writing surface was a rubbery black tip with a simple aluminum barrel with a clip and a top piece with a hole in it for attaching a connector.  I think the connector could be similar to a wrist band or even a plug which would fit in the headphone jack, although that did not come with the pen.  This worked well on the bare iPad screen, although at times it seemed to drag a bit.  On the screen protector you could definitely feel the drag.  Still that was usable and provided a constant line, no matter the angle at which the pen was held.  I thought I was going to be fine with this, although I did wish that the drag could be eliminated.  That brings me to the final pen I tried.

This is the Trueglide.  My version doesn't have the cord at the top and it is finished with a flat top.  The barrel is black aluminum with some decorative features near the pen end.  The amazing thing about this pen is how smoothly it writes.  This is the best experience.  No drag, smooth connected lines every time no matter the angle.  This stylus makes writing an actual joy and enhances my ability, and my desire, to go paperless.  The only thing I would change is the barrel width - it is a little narrow for my tastes.  However, it does have a clip similar to the pen above which works well with my iPad case and is definitely not bulky or obnoxious.  I really like this pen and unless someone gives me another one to try which can trump these qualities, I'm sold.

If you are going to make your iPad truly a business tool, you have to feel comfortable with your tools and I think the Trueglide stylus will do that for you.

Still you may have tried something else which you like - please feel free to write a comment to this post and share your experience.

iPad - making it a business tool - part 1

I have an iPad.  I've been working with if for several months now and appreciate the ability to have such a powerful tool available that is far lighter than my laptop and, for many tasks, more appropriate.

Of course the primary applications to make an iPad truly useful in a business sense is the ability to sync with corporate email and calendar.  This is such a major benefit that I honestly can't imagine why anyone wouldn't put this at the top of their customization immediately upon unboxing this or any other tablet.    The ability to receive and send email, basically anywhere if 3G or 4G, or by wifi if not 3G/4G is such a time saver.  The calendar function is equally important.  By updating or adding an event to my iPad it automatically syncs with Outlook at work or the other way around.

I know most of our smart phones do these two functions as well, so maybe that is not enough of a benefit to invest in an iPad, however, this might change your mind.

Using an app called Notability I have been able to completely eliminate any other form of note taking at meetings.  This program is literally amazing.  I take a lot of notes and have traditionally used a spiralbound notebook and have several on my shelf that I have collected over the years, allowing me to look back and track down information as well as recall conversations.  But it also means that I only have with me what is in the current notebook.

Now I do all of that and more with Notability.  The application allows input from typing, pen, recording, and even inserts pictures within the notes.  The typing is about what you would expect and without a keyboard it is limiting.  The pen input, however, IS AMAZING!  There is an easy way to set up a place for your palm to rest and write within a zoom box that works so well and intuitively that keeping up with any meeting is easy.  And if the meeting has information which is too detailed for notes, a simple tap at the top of the application turns on a recorder which syncs with the location where you are writing for playback.  If there is information on the whiteboard, no problem, simply tap another icon and easily take a picture and insert it right into the notes.  Have .pdfs sent to you by email, such as an agenda, and want to take notes on that, no problem, as notability opens both .pdf files and .rtf files.  If I know I'm going into a meeting and have been sent the material in a Word document, I will convert it to a .pdf and then open it in Notability, allowing the same functionality with recordings, pictures, pen input and even highlighting.

These files can then be stored in the cloud or natively on the iPad - or BOTH.  Additionally they can be sent by email and easily printed either from the email through your computer or on an AirPrint enabled printer.

The best part - the application has an easy file organizer for keeping track of notes and that means that I can carry with me ALL my notes as well as all the may other wonderful things possible with a tablet and have them available anytime, anywhere.

More later about iPad efficiencies.

10 Ways to Handle Difficult Conversations - Link

Delivering unpleasant news, correcting misunderstandings, confronting a friend or family member, and dealing with hard-to-talk-about issues are the kinds of conversations most of us dread. They’re a part of life, however, and you can’t avoid them. Although you may never be 100 percent comfortable in these situations, there are a number of things you can do to make these necessary talks as productive and painless as possible.

This is a great article which goes into 10 tips on handling difficult conversations. 

To read the rest of the article, click here:

http://www.littlethingsmatter.com/blog/2010/09/23/10-ways-to-handle-difficult-conversations/ 

QBQ Book Study - Chapters 32 - 39

Continuing the study of QBQ by John Miller, looking at chapters 32-39.

 

I did attend the discussion for this section.  Again, the facilitator did a great job in summarizing the material and there was good interaction from the participants.  As I may have mentioned earlier, these sessions are being held "virtually" using web and phone conferencing with as many as 50-60 people in attendance at each session.  So far everyone I've spoken with has found the discussions helpful and this particular book a benefit to their lives.

 

These are the final chapters of the book and, although there is one final session for this study which summarizes the book, this is my last planned posting for this particular study.

 

Both in this session and the last session, the facilitators indicated they read the book at least once a year or even more often.  Certainly I have been reminded of important things as I have gone back through this study and re-read the book so I can see such repetition as a worthwhile endeavor.  I think even more so because of the subject of personal accountability seems to be one which so easily slips away from us without that reminder.

In chapter 32 Miller describes the cornerstone of leadership as being "humility."  Certainly that could have been inferred even in the first pages with the story of the manager who went to get a customer a drink at the request of his waiter.  Being humble in effect means a regard for others at least as high as that which you have for yourself, which translates into service.  When we understand that service toward others is not a lessening of ourselves (that is almost unAmerican! . . . . but decidedly Christian)  then we are on the road to true leadership.

I particularly resonated with the material in chapter 33 when Miller says "Leaders are not problem solvers."  I have a tendency to respond with answers and solve problems as a natural expression of my personality.  According to Miller and other leadership experts, it is crucial to restrain those impulses and instead unleash the creativity and capability of others in the organization to find solutions and learn how to fix problems.  This often entails suffering while there are mistakes and failures, but the end result is a stronger workforce with better skills.

Another nugget from this section states the difference between the "letter" of the QBQ and the "spirit" of the QBQ and the knowledge that the "spirit" has to trump the "letter."  The "spirit" of QBQ says:

• No more victim thinking, procrastinating, or blaming.
• I can only change me.
• Take action!

This is a pretty good place to close this study.  These three points, along with an understanding of how to frame the right questions comprise the heart of the book.  I need to put them on a sticky note and stick it to my computer monitor.

ACCESS 2013 President's Report

ACCESS Conference 2013
President’ Report

What Got You Here Won’t Get You There

My first ACCESS conference was in Dallas, Texas.  I was immediately impressed with the real sense of professional collegiality and willingness of the members to share and collaborate.   As the years have gone by, I have continued to be impressed with the passion our members bring to serving students, and assisting each other on the subject of distance education.

The title of this, my final, report as president is "What Got You Here Won’t Get You There."  I borrowed the title from Marshal Goldsmith’s book by the same title.  I want to take a few minutes to look at what has gotten us “here,” and touch briefly on what might be involved in getting us “there.”
Some of the things which have gotten us here:

• Hard work
• Dedication of time, talent, and resources
• Ethical conduct and values based mission
• Passion for student learning
• A willingness to take risks and innovate

If all this has gotten us here, and we can assume it will be needed to get us "there," what more needs to be added?  Some might suggest that nothing more is needed; that if we keep doing what we've always done, things will get better.  But I've also heard this kind of thinking is the definition of insanity. I have an idea there might be something else needed to get us "there."

We exist in an interesting profession at an interesting point in history.  Higher education is steeped in the traditions of the past.  We are forced to deal with that reality in almost every faculty meeting.   We have innovated, but only within the paradigm of what higher education has always done, albeit with constant struggle against the traditionalism of many of our colleagues and institutions.  The growth of distance education in the academy has come as a surprise to many of our colleagues, even as those of us closer to the technological front could have easily predicted.  This struggle in awareness and acceptance is not fully resolved and may not be for some time.  However, the pervasiveness of this delivery venue will eventually break through even the hardest heads at our institutions, or, sadly, they will retire in consternation of their perceived lessening of the educational process.  We who are at the forward edge of these changes applaud the new wave and bemoan our colleagues who haven’t been able to adapt.  Secretly we even believe ourselves to part of a new elite, which, although somewhat suspect now, will eventually be recognized for the saviors of higher education that we feel ourselves to be.

But, again, all of this is part of the broader paradigm which has essentially not really changed.  It is our “here.”  However, the advance of technology and a societal shift in perspective has already begun to suggest that there is a “there” which will not be effectively served by the old paradigm, even in these new clothes.  Do we want to go there?  Should we go there?  Can we afford to go there?  Perhaps more importantly, can we afford NOT to go there?

One of my co-workers told me last week his 10 year old wanted a Nexus 7 for his birthday.  Another told me that he gave his 5 and 8 year old children Kindle Fires for Christmas.

The advent of MOOCs, the Western Governors competency model, social media, always-on pervasive knowledge available on any subject, usually including how-to videos, and the flattening of our world with the accessibility of mobile technology points to a “there” for higher education which, although nebulous at this point, is becoming visible. This was made even more clear in the presentation by Robbie Meltoisoniazid mobile technology and her 70,000 mobile applications.  Echoing her words  all I can say is "Oh my gosh what is coming in our future?"

So, what will we need to take us “there?”   I am a big fan of scotomas. You know what a scotoma is don't you?  A scotoma is a way of looking at things that overlooks, ignores, or is ignorant of, the possibility that there are other ways to see the same thing with a completely different effect.  The only way to overcome a scotoma is with assistance. That is what ACCESS and other engagements in the collective dialogue provide for us: the opportunity to see the future as we challenge each other and the scatoma that we have known up to now as "higher education."  We have to stay engaged in the conversation and not fall prey to isolationist, or worse, elitist, thinking.    We can get "there" if we go there  together. I am convinced that the "there" of the future will require an unprecedented level of collaboration amongst our institutions, and I am convinced that ACCESS and other conferences  and organizations like it, are part of our solution to get us "there."

It has been my pleasure to work with some amazing people on the ACCESS Executive Committee such as Mary Lowe, Kevin Mahaffy, Michael Wilder, Jason Baker, Michael Freeman, Mindi Thompson, and Chris VanBuskirk.  I am confident in their leadership in the coming years to help us find ways to see this new scotoma that will become higher education, because what has gotten us here will definitely not get us "there."

QBQ Book Study - Chapters 24 -31

Continuing the study of QBQ by John Miller, looking at chapters 24-31.

I did attend the discussion for this section.  The facilitator did a great job in summarizing the material and there was good interaction from the participants.  As I may have mentioned earlier, these sessions are being held "virtually" using web and phone conferencing with as many as 50-60 people in attendance at each session.  So far everyone I've spoken with has found the discussions helpful and this particular book a benefit to their lives.

This section starts with a couple of chapters on integrity (I'm going back to chapter 23 as well).  In keeping with the focus of the book the IQ (incorrect question) we too often ask is: "When will others walk their talk?"  and the QBQ would be:  "Am I walking my talk?"    Miller defines integrity as: "Being what I say I am by acting in accordance with my words."  This is a powerful concept and he follows this up in the next chapter with an in-your-face concept of "Believe or Leave."   By this he is pushing us to place our personal integrity at the top of our lives in practice as well as in theory.   It is a fact that whenever we live in conflict with our values we suffer in our own personal sense of self-worth, not to mention our productivity and dysfunctional relationships.

In chapter 26 he gives a twist to the serenity prayer: "God grant me the serenity to accept the people I cannot change, the courage to change the one I can, and the wisdom to know  . . its me!"  I like this and he clearly states we can't really change others so our only hope of finding peace and purpose comes when we stop trying to change those around us and focus on our own issues.  I know this to be true personally and have been working on this process for a number of years.  I'm also aware of the trap of postponing working on ME until things get better ( or I have more money, or more time, or better health, or move to a new location, or ......) because if I do postpone, I will always find an excuse not to start.

This is reinforced in what Miller says is the third guideline: "All QBQs focus on action."  We ask better questions and then we take action.

He finishes this section by talking about leadership.  I know many people who would say they are not leaders and sometimes when this subject is raised they completely check-out of the conversation.  But I think if we've learned anything from QBQ it is that we are at least the leader of OURSELVES.  Being a leader of ME means that I get to choose to ask Better Questions and take Action, regardless of what the rest of the world does.  This is empowering stuff!!

QBQ Book Study - Chapters 16 - 23

Continuing the study of QBQ by John Miller, looking at chapters 16-23.

Unfortunately I was unable to attend the actual discussion over this section so this is a summary of the information from these chapters which stood out to me.

Culture is one of those nebulous terms which everyone uses but when push comes to shove is difficult to pin down with an exact definition.  We say things like "that's part of our culture," or "we need to change our culture," often with specific attitudes or actions in mind which conform to our impression of who "we" are.  This is my metaphor for culture: My perception of myself and my likely response/attitude is my "culture."  For my family, culture means, to me, the things that we as a family are likely to do/say or the attitudes which we are most likely to display.  When our children act outside this "culture" we say to them, "that may be how others behave, but that is not who WE are," and so we mold and reinforce our family's culture.  For an organization the establishment and reinforcement of culture follows this same model, usually built of the shared personal "cultures" of the individuals who compose the organization. 

When I read this quote at the end of chapter 18, "Ownership: 'A commitment of the head, heart, and hands to fix the problem and never affix the blame'" I hear "this is our culture," (or at least what I want to reinforce to become our culture).  

 

This whole section resonates with "culture" both for who I want to be as an individual and what I want for my organization; and it starts with me.  That is why I believe that our corporate culture is an amalgamation of our individual "cultures."  In becoming a better, more responsible ME, I contribute to a better more responsible company.  I'm part of the solution . . . or part of the problem.  Miller says: "Change only comes from the inside, as a result of decisions made by the individual."

Chapter 23 focuses on integrity and I will contribute more on that topic with the next post on this study.

QBQ – book study – chapters 8-15

Continuing the study of QBQ by John Miller, looking at chapters 8-23.

Again the study facilitator did an excellent job in opening up the topics of these chapters and including everyone in the conversation.

Some of the things which stood out to me from the discussion and reading these chapters:

• That there is often a sense of powerlessness by many employees who focus on “why” the leadership isn’t doing something different, e.g. communicating better, or “when” the leadership will take action.  According to Miller, “Questions that begin with ‘When’ lead to procrastination.”   Procrastination leads to stress and frustration which definitely leads to poor engagement and production.   However, the procrastination under question is not that of leadership, but of ourselves in asking “when” someone else will act and not engaging ourselves in finding the solution.

• In my office on the wall I have a sign given to me by a friend which states “THINK OUTSIDE THE BOX.”  I like this and ponder it often throughout my day.  Miller adds a thought which I think is a corollary:  SUCCEED WITHIN THE BOX.   This thought forces me to quit wishing for resources I may not have and instead examine other ways to use the resources I do have to get the job done.  It empowers me.

• Another quote:  “We don’t need the ‘new’ thing or the ‘hot’ topic.  What we need to do is to practice the fundamentals – like personal accountability – day in and day out.”  This strikes me because I am often captured by the ‘new’ and know how easy it is to be distracted from the fundamentals.  Anything we can do to remind ourselves of getting back to the basics is welcome.

• This study concludes with the emphasis of “who” questions focusing on blame . . . instead of on solutions.  “There’s not a chance we’ll reach our full potential until we stop blaming each other and start practicing personal accountability.”  I couldn’t agree more, but it is easier, and too often we chose easier instead of anything which might cause us to admit it our own actions which need addressing.

This continues to be a study which challenges me to be a better me.

Looking forward to the next section.

QBQ - book study - Introduction - ch. 7

I have posted earlier about the book QBQ by John Miller and will try not to duplicate that information in this and subsequent posts.  This post is related to a book study of QBQ in which I am participating.  So far I have attended the first session and we have read up through chapter 7.  This is not as much reading as you might think since many of the chapters are only a page or two in length.   So far the study has gone well and the facilitator of the first session did an exceptional job, especially since it is a large group, most of whom are participating virtually through web/phone conferencing.

The first part of the book explains that the IQ (Incorrect Questions) which most often come to mind when we are faced with challenges are usually the wrong ones for achieving the outcomes we truly desire, and ultimately our success and happiness.  These questions usually begin with "Who," "Why," or "When."  Examples of these kind of questions are:

• "When is that department going to do its job?"
• Why don't they communicate better?"
• "Who dropped the ball?"
• "Why do we have to go through all this change?"
• "When is someone going to train me?"

As you can see, all of these questions, and indeed, most of our questions are designed to deflect responsibility anywhere except back to us.  In QBQ Mr. Miller tells us that the beginning of effectiveness lies in our choice; and that we always have a choice!  The beginning of choice is to determine to ask the Question BEHIND the Question.  He provides three guidelines for creating a QBQ: (p.18)

1. Begin with "What" or "How" (not "Why," "When," or "Who")
2. Contain an "I" (not "they," "them," "we," or "you")
3. Focus on action

I think the challenge will be to consciously pay attention to my speech patterns and then practice re-framing  my questions to fit the model outlined above.

One of the quotes which jumped out at me was: "The best thing we can do to get rid of victim thinking in our world is to get rid of it in ourselves." p. 23

This really resonates with me because I see so much victim thinking every day.  When we believe we can't, we are already defeated.  I choose to believe that there is more than one way to skin a cat, so to speak.

This is a great reminder about personal accountability and I'm looking forward to these studies to reinforce the necessity to make the right choices.

4 Types of Leaders

·         Strategic Leaders  are those who “see the big picture and envision outcomes. . . .  They intuitively know what the results should be, even though they are not experts in getting there. ” (Whitesel, p. 32)  These leaders are usually the first to know when change is needed.  Dr. John Conley, a mentor of mine, repeatedly told me that leaders see steps 1 and 5 but usually don’t have the ability to see steps two three and four, or at least not very well.  In other words, they know how to rally support and resources, how to cast the vision and steer the ship, but don’t really know how to set the sails or provision the ship.  The strategic leader knows that change is inevitable and seeks to guide the process in an optimum direction.

·         Tactical Leaders are those who “can organize, plan, budget, recruit volunteers, and evaluate progress of change.” They can take the strategic vision and pull together the pieces to make it happen.  (Whitesel, p. 20)  “Tactical leaders know how to bring the long term projects down into easy, doable steps. (Whitesel, p. 36).  They are not primarily those who do the task, focusing more on delegation, but can do if necessary.  The tactical leader is the 2, 3 and 4 leader who upon receipt of a vision immediately begins thinking about how to make it happen.  This leader just needs the target and can figure out just what is needed to make it happen.  The tactical leader is comfortable with change and may even crave it.

·         Process Leaders are those who have the ability to refine the processes of an organization, making them more effective.  Their gift is to see the connections between what needs to be done and how it can be done better.  “Better” is their mantra.  Process leaders are most often effective maintenance leaders.  They may understand the necessity of change but prefer small incremental changes.  They work easily within the boundaries of the status quo.  Process leaders resist significant change although they are comfortable with the minor changes necessary to make the status quo "better."  

Note:  Tactical and Process Leaders have nearly the same skill set, except one embraces and even craves change, while the other resists and may even block change.  Both have their place.

·         Operational Leaders are highly relational.  “They foster teamwork, interdependence, improvisation, creativity, and unity toward a goal.” (Whatesel, p. 38)  They work best with the precise planning provided by the Tactical Leader.  “If the Operational Leader does not have the go-between of a tactical leader…the strategic leader’s vision may be too imprecise to motivate the operational leader.” (Whitesel, p. 39).  If an operational leader doesn’t have a plan pretty clearly laid out, they will either stumble forward with limited effectiveness or, more likely, come to a halt.  Without a tactical leader they can become frustrated with the strategic leader and vis-a-versa. As long as the Operational Leader has a competent Tactical Leader to work with, they can function well with change, if not the whole ship can grind to a halt.

It is important to keep in mind that while it is possible to change your leadership style, most people are unable to modify their leadership type.  The key point here is to be aware of who you are and to draw around you the other leadership types so that you can accomplish your goals.  Most leaders think they are Strategic Leaders, when in actuality they aren't.  There are relatively few true Strategic Leaders and even then their gifts go to waste if they don't find and join with a Tactical Leader.

Regardless of the leadership type, strategic planning cannot be the work of the leader alone.  For a strategic plan to have a chance of success, others from the congregation must be involved, and not just anyone, but especially those who are influencers.

Resource:   Change Reaction by Bob Whitesel, with personal additions

The storytelling imperative: Make them care! - reprint

Pixar Studios filmmaker Andrew Stanton gave a good TED talk about a year ago where he states that one of the key aims of any good
 story is that it must make the audience care. "Make me care," he says. If you research the advice of famous directors . . .  To read the rest of the article, click here 

Critical Thinking, the Goal of Education

Critical Thinking Rubric

The ability to mentally grasp the existence of circumstances or situations which do not conform with what would normally be expected (i.e. a problem), and then reason through, not only to the whys of how the circumstance came to be (including determining whether or not such whys are pertinent), but how to resolve the situation to as near a normal state as possible, is called critical thinking. Training students to think critically is the ultimate goal of higher education, and perhaps all education, regardless of the designated area of study. The individual who has acquired the skills necessary to think critically will find his or her life enriched and doors opened, both personally and professionally, which would not be accessible otherwise.

Traditionally, critical thinking was a natural off-shoot of biblical study. Those who worked with the Bible with an eye to understanding the truths found therein, wrestled with the whys and hows of application of God’s truth to the real needs in their own and others lives. Unfortunately, the professionalization of the clergy has led to their interpretations becoming dogma with little challenge or critical thinking. A situation which parallels in many respects what had occurred with the Pharisees in Jesus’ day and the Catholic church in the Middle Ages. This blind acceptance of dogma has led to a laxity of mental application and critical thought. In other words, laziness and shallow thinking abound.

The true role of higher education in my mind is to renew an emphasis upon critical thinking which goes beyond the tepid waters of half-hearted faith to find the intersection of God’s light upon man’s path. True critical thinking will enable the individual to find and apply truth in scripture as well as from all of creation. The critical thinker can operate wherever placed because his/her ability to process information has the mental tools to solve problems and find solutions, whether interpreting scripture, solving relationship problems or managing a fortune 500 company.

The actual process of critical thinking can be acquired by most, if not all, who will apply themselves to the basic formula:
Observe/Identify
Interpret/Analyze
Apply/Recommend
These three components are described below.

Observe/Identify
Situationally, this means the ability to grasp the reality of a problem, or at least to recognize the existence of less than ideal circumstances, with an eye to rectifying the situation. This demands an awareness of context since everything whether written, spoken, or existent has a connection to something else. The connections themselves are often clues to the solution, but definitely add meaning to the problem. Basically this step identifies the problem as presented by the symptoms of dysfunction, but doesn't ignore the possibility of "referred" symptoms. Defining the real problem versus the seemingly obvious problem is often the most difficult part of the process.

Some of the questions which can be asked to determine these connections and their relevance to the situation are:

What is the issue? (can you articulate what you perceive the problem to be?)
Who is in charge? (who has the responsibility for the existence of the situation and who has the responsibility for correcting the situation?)
What will happen if the situation is not addressed? or if the person in charge does not act?
What is the history? (very little occurs without a history)
Who are the players? (relationships are the key to life and the connections between people can have a profound effect upon a situation)
What other assumptions need to be considered? (culture, politics, economics, etc.)
Who can I contact for more information/consultation?

Interpret/Analyze
Interpretation/Analysis requires the individual to discern the “real” from the “felt” and the interplay of factors which have bearing on the situation and the possible solutions. Practically, this means to understand how a problem came to be, determine options for the solution and propose ways to have a positive result should it happen again. Scripturally, it means to discover the meaning of a passage from the context, grammar, and historical background which contains truth specific for current reality.
The next step in the process of critical thinking is the ability to take the information which has been observed and interpret or analyze the information to determine:
The real problem
What could be the outcome/results ramifications of the problem upon the relational, institutional, economic, etc., affected parties (i.e. what is the best and worst case scenario if the problem is not resolved).
Whether or not a solution can be offered which will have a positive benefit
What solutions can be offered and what are their relative “cost” (cost is more than just financial, it includes time, energy, resources and relational stress).

Some questions which could be asked to facilitate the analysis include:
Why is this an issue?
What makes this different from before?/What has changed?
What outside forces are involved?
What facts do we have?
What additional information/facts can be deduced from analyzing the facts/data available.
What are the desired results?
What are the "real" issues?
What, if any, are the primary emotional needs NOT being met.

Apply/Recommend
This final step in the process takes all of the above information and determines which of the proposed solutions has the best chance of success in relationship to the cost of the decision. No decision which costs beyond what is willing to be paid, either in actual funds or relational stress, is an option, regardless of its ability to address the problem. A good rule of thumb here is that no solution should be considered unless the one proposing it is willing to share the cost personally in equal or greater measure than the other parties involved.
Once the solution has been settled upon, the implementation of the solution should be carefully considered as timing always plays a role. Solutions which do not culminate in implementation are basically useless. When dealing with scripture, this step is what separates the scholar from the holy man, i.e. head knowledge from heart knowledge. Scripture which is studied and understood, must be applied for God’s power to be unleashed in that individual . . . and the world. Practically, the willingness of an individual to invest in bringing solution is one of the truest signs of leadership. Thus, there is a direct connection between critical thinking skills and leadership.


Example of a real life situation/illustration:
Observe/Identify: I observed that my car was making a flapping noise and pulled strongly to the right as I started driving it. I stopped the car and identified that the right front tire was flat.
Interpret/Analyze: I examined the tire to determine if there were obvious cut marks. I then examined my options: change the tire (do I have a spare and a jack?), call a friend for help (do I remember the phone number and who is available?), call AAA (is my membership up to date?), flag down another driver for help (is this really safe?), leave the car where it is and go on with life (can I afford to do this and will I incur a fine of some kind?).
Apply/Recommend: After looking at my options I decide to change the tire myself. At this point I can sit back and let the decision work its magic (which means I will be waiting forever, or at least until the police come), or I can get to work changing the tire. I also decided it would be a good idea to periodically check the tires for wear and proper inflation.




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Remember, It Was Once Someone’s Good Idea - reprint

Many, if not most good ideas are not good forever. Over time they lose the luster they once had. They become irrelevant and ineffective.

The universal danger we all face, is that we get so comfortable with what we do that never recognize that moment when it no longer serves the why. So it is good to periodically take a look at why we do what we do. But it is important to remember that they were once good ideas. Someone once fought to get the idea implemented that you are now trying to change.

When we want to change the status quo, we need to 

(to read the rest of the article click here)

Love Works - Review

 I just finished Love Works by Joel Manby.  I started it shortly after Christmas and have referenced it it an earlier post on this blog.  Manby's background as a GM executive and then CEO of Saab North America followed by becoming CEO of Herschend Family Entertainment, the largest family-owned theme park corporation in the U.S. definitely gives credibility to this book.  Not to mention his Havard Business School degree.

It is interesting that while the background in GM and the automobile industry obviously strengthened his management skills, it wasn't until he moved to Herschend Family Entertainment that the principles behind Love Works actually became central to his leadership style.  Inside the cover there are literally eight pages of recommendations by impressive people for Joel and this book.  Similarly, the back cover contains even more praise for Love Works.

The sub-title of the book is:  Seven Timeless Principles for Effective Leaders.  Those principles are:

1. Patient: Have Self-Control in Difficult Situations
2. Kind: Show Encourageme3nt and Enthusiasm
3. Trusting: Place Confidence in Someone
4. Unselfish: Think of Yourself Less
5. Truthful: Define Reality Corporately and individually
6. Forgiving: Release the Grip of the Grudge
7. Dedicated: Stick to Your Values in All Circumstances.

The book is easy to read and certainly there is nothing to fault in these principles which are based solidly on Christian principles.  I found a few quotes which spoke to me personally and I'm sure that anyone reading this book would find the same.  Here are a few examples:

"Love isn't a feeling, but an action, an action by which leaders and entire organizations can experience almost unimaginable success and personal fulfillment." p. 22
"Making someone's day better is contagious and increases the energy, effectiveness, and productivity in any organization." p. 55
"Kindness is about intentionally creating and maintaining the right environment in your organization so that frontline employees can deliver an enthusiastic guest experience." p. 60
"I've come to believe that the definition of CEO needs to be expanded.  It also stands for 'chief encouragement officer.'" p. 66
"Trusting the people we work with is crucial to building a climate of positive morale and successful performance. . . . the bottom line is that successful leaders understand and activate trust on a daily basis." p.70
"We think we want efficient organizations, but what we really want is effective organizations." p. 81
"I believe that giving is critical as a leader, regardless of your personal beliefs." p. 93
"For leaders to thrive, they must define the truth of the organization's real role in the marketplace and identify its weaknesses and strengths." p. 112
"Most people don't leave because of poor performance; they leave because the don't feel valued." p.118
"Malacy McCourt quote: 'Resentment is like taking poison and waiting for the other person to die.'" p. 146
"Leading with love is a higher testament to one's leadership acumen than simply taking the well-trodden path toward fear-based, power-hungry management." p. 170
"Never lose an opportunity to bring sunshine into the life of another." p. 176

If you have a strong Christian background, you are probably already doing these things in your life and leadership, so this might serve as a reminder or an encourager.  If you are a nominal Christian, you should find solid support for moving these principles from the sideline in your life to center stage.  If you are not a Christian, particularly if you do not follow any faith creed, this is probably going to sound soft.  Thankfully Joel has included many examples of how these principles have positively impacted the company's bottom line which should help connect the dots.

This is a fairly easy read and I recommend it, especially if you're serious about creating a culture which recognizes the value of employee and customer in a way that produces remarkable returns.

Why We Find it Hard to Change Our Behavior

We know every behavior begins with a thought. So if we want to have lasting change, the beginning point has to be our thinking.

Behavioral change is only surface change if we don’t first change the thinking behind those behaviors. And it won’t stick. It will keep coming out in so many ways we won’t be able to keep up with it because we haven’t changed the thinking behind it.

When we look at our behavior we have to understand that there is a thought going on in our heads that is tripping us up. And we have to change that first. Or we’re working on the wrong thing.

The question becomes, “What thoughts do I need to change to make my behavior change?” New behavior will automatically follow a change in thinking. One right thought can correct a lot of bad behavior. . . . click here to read the rest of the article

Knee-jerk, or just Jerk??

Joel Manby in Love Works writes: "Recently, Google commissioned their internal human resources team to identify and rate the attributes of their best leaders.  They were surprised to find that technical knowledge ranked dead last.  Instead, attributes like listening well and letting employees make relevant decisions attracted and kept the best people." (p. 106)  A little later he adds, "Most people don't leave because of poor performance; they leave because they don't feel valued." (p. 118)

For a company which prides itself on its technical expertise like Google to discover that the attributes of  their most effective leaders, which correlated with keeping and attracting the best people, had nothing to do with their technical knowledge, must have come as quite a surprise.  "Instead, attributes like listening well and letting employees make relevant decisions attracted and kept the best people." 

While I don't believe Manby's statement in the second quote above has been validated by research, it "feels" right.  Feeling like a trusted part of the team goes a long way in enhancing my willingness to stay . . . and to stay fully engaged.  I certainly don't want to remove that feeling of trust from a fellow employee.

Yet, I have to confess that I struggle sometimes with balance.  My nature is inclined to search for patterns, and data points which interrupt the pattern.  Sometimes those data points are positive and will hopefully are indicative of a trend in improved performance.  In other cases the data points are evidence of poor performance with the potential effect of worsening.  I have in the past been accused of being negative and I think I can trace that back to this recognition of a pattern which is going the wrong way and projecting it to a worse case scenario, and then reacting, perhaps too vigorously, to avoid the, as I see it, looming disaster. 

Here's where my struggle with balance comes in.  I need to listen better, trust more, and let those responsible make the relevant decisions.  But I want to focus on the problematic data points, I want to push for immediate action.  So, take a deep breath, and try to balance trust with the right amount of judicious concern, NOT knee-jerk reaction.

Picking Your Fights

One of the big mistakes I see new, and unfortunately some older, leaders fall into is in making an issue out of everything.  I think this is affected by one's personality to some degree, and I'm pretty sure perfectionists struggle with this more than most. I also think an awareness of the politics surrounding the situation, as well as the ethical and moral factors are also significant.  For instance if an issue is violating ethical or moral standards, then to not pick that fight would be wrong.  On the other hand, if there is no ethical or moral component to the issue, then the choice whether or not to press the issue, i.e. fight, must be weighed by other factors. 

Some will choose to make the issue because of pride, e.g. it was their idea and they will fight for it to the death, even if wrong.  Some will chose to press the issue because they feel it will position them for favor or advancement, or they will chose NOT to fight for the same reasons.  I mentioned politics earlier and by that I mean the relationship between individuals which enhances or reduces the ability to collaborate AND the other connections which bring value to the individual which may be impacted, positively or negatively, by that relationship and/or collaboration.  It goes back to some of my earlier posts about the Greatest Management Principle: If there is intrinsic or extrinsic value for the other person, or someone they care about, then they will be inclined to collaborate,  The opposite is also true, no value: no collaboration, or at least a reduced likelihood of collaboration.

Now, here is the thing, not everything is worth a fight, and more often than not, even those things perceived to be ethical or moral issues are personal opinion with no real ethical or moral value.  So here are some steps to take when faced with the decision whether or not to make an issue out of something with your coworker, boss, spouse or friend:.

1.  Clearly define exactly what you perceive to be the problem.
2.  Clearly identify exactly what you would wish the outcome to be and why you feel it should be addressed (here is where the ethical/moral factors would be considered, along with how, and if, it has a personal benefit which may be clouding your judgment).
3.  Will the change make any real difference?  In what way? 
4.  How will it affect your working/living relationship with the other individual(s)
5.  Weigh the proposed change against question 3 and 4 above and consider whether it is worth the fight.

If you have come to the conclusion it is not worth the fight, then accept the reality and move on.  If you are still convinced the issue has to be addressed, now comes the importance of EQ.  Knowing how to bring the issue to a head in such a way that all those involved feel heard and respected is far preferable to the "bull in the china shop" method.  The individual who refuses to take the time to consider the impact of their choice of words and their effect upon others will quickly alienate the very ones they need to persuade, making for embittered relationships and possible job change or divorce.

The one thing that is NOT acceptable is to just conclude you can't win the fight and grumble and complain.  No one wants to be around a grumbler, and honestly grumblers and complainers are like the proverbial bad apple which needs to be ejected from the barrel. 

You don't always need to fight (not everything is worth what it might cost in relationships, etc.) and even if you do fight you will not always win.  Here again, you will have to choose to accept the reality or if that is not possible, chose to go a different direction, but don't become bitter or wallow in self-pity, grumbling about your situation.

Reading Love Works, by Joel Manby (thank you Richard for the Christmas gift).

Although I'm not far into the book yet I've run across an interesting story told by the author of a time when he was in high school, attending a sports banquet.  While going into the event and walking with his mother he passed some freshmen who greeted him with some admiration as he was a senior and would be receiving awards for his accomplishments.  He passed off their comments and practically ignored them as he walked and talked with his mother.  After they were gone, according to Manby, his mother stopped him and spoke to him sharply:  "'You listen to me, young man,' she said, 'Every time you walk past someone you have an opportunity to make their day better or make their day worse.  And I don't think you made their day better!  Those boys clearly look up to you, and because of who you are in this school, you have an opportunity - no, an obligation - to try to make their day better, and certainly not to make it worse.'" (p. 53-54)

As I read that I felt the truth of this resonate within me.  No matter who we are or where we are, we have an opportunity to make someone's day better or worse.  It might take a smile or a word, but it is an obligation we must not shirk.  This is my goal: to make sure I make someone's life better - EVERY DAY!  It is an opportunity I welcome and an obligation I choose to embrace.  It is not all about me . . . but about Him shining through me. I encourage you to join me.