Recent announcements by Obama have caught the attention of skeptics and advocates alike. Many of his economic committee and advisors are who's who in their field, lending extensive experience to the one-term senator who now has the most powerful job on earth (or is it still?).
Hence, the talk around town has been, "what ever happened to change?"
In the Wall Street Journal (Nov 26) article, "Obama works on economic plan; Volcker tapped for advisory role", Mr Obama was quoted as saying that "what we are going to do is combine experience with fresh thinking, but understand where the vision for change comes from, first and foremost. It comes from me."
You see, Hitler led an army in an attempt to wipe out the Jews, while Churchill led an army to liberate a nation. In order to achieve the aims of either man, a strong, competent, and dedicated force was needed. However the main difference lies in their vision.
Henceforth, in Obama's case, he needed a team that is strong, competent, and dedicated too. His team must have individuals who have the expertise to complete the task. The task where he envisaged, which is to change not only America, but also the world.
Seen in this context, what we can learn from is that, a leader must, first and foremost, have a vision that has good intentions. After which, you will then engage others in meaningful ways so that you can expand your circle of influence so that, while recognising others' strengths, expertise, and differences. In this way, you will then be able to lead them into the professional arena to collectively achieve the higher order goal.
So, with change at the back of his mind, and putting together a strong team, Obama will, and can succeed in this new economy.
Friday, November 28, 2008
Wednesday, November 26, 2008
Happy (Part II)
You may sum up that life is but about relationships. No man is an island and being social animals, we cannot survive in solitude. Neither can we be everything to everyone nor do we have all the skills, wisdom, or abilities to achieve everything. We all achieve our goals through others. We leverage, we seek synergies, we work in teams.
Therefore, at the interpersonal level, it is all about relationships. How we build, strengthen, and grow relationships are dependent on the same three elements at the personal level.
We need to observe the natural laws of "personal mastery" and they are self-discipline, rectitude, vision, and leave a legacy". At the interpersonal level, we have another four more components of empathetic listening, synergy, abundance, and leverage. And the conduit of these two sets of natural laws is "engaged".
As we, at the personal level, work from the inside-out, and by engaging others who share similar set of values, dreams, and purpose with us to also work from the inside-out; we achieve two things. One, we are able to engaged another person to also work from inside-out, and because we share similar sets of values, dreams, and purpose; we expand our circle of influence through those that we have engaged.
In a corporate context, the next two levels are evident. Of course, it can apply to the family, not for profit, community, and social context. In any organization, there will be a certain hierarchy where someone reports to someone else. And usually, that someone else is called a "manager" or its equivalent.
Sometimes people mistaken and say, a manager is one that manages people. Well, perhaps in the industrialized age, where workers are managed purely through 'external motivational' factors, such as rules and regulations (e-motivated away) and compensation and benefits (e-motivated towards).
If you still operate within those environment then you may need those external motivated factors. Or, if in your organization, where there are a lot of back-stabbing, politics, or distrust; then those external motivated factors are still needed.
However if you operate in an environment where people are highly valued for their contributions, their creativity and innovativeness, their passion, and their purpose in life, then those external motivated factors are not going to work. Having said that, in any corporate setting, there is a need for both external motivated away and towards factors. Thing is, deciding on what's the balance is indeed more of an art than a science.
Here, at the managerial level is where we talk about systems and processes. You see, every organization needs systems and processes to oil the very wheels that run the firm. Without systems and processes, the situation will be chaotic. Every does things according to their liking and preferences. Imagine, if a bank doesn't have systems and processes, you may get your check cleared in one day some of the time and have it cleared in three days at other times.
What happens here is that, you, the customer, begin to have doubts the next time you does any business transactions with the bank. We see this in some countries, where preferences are given to a select few, where they get their things done faster than others. One example would be in China, where people talk about guan-xi, where if you have it things get done. If you don't have it, then you may have to 'comply' with some customs to get your things through.
Imagine having to work in such an organization, you'd be wondering if you were passed up for that promotion was it because of your abilities or was it because your boss have his favourite. Of course even with systems and processes in place that can still happen. Which is why the last two levels are so critical, that even having systems in place does not guarantee an equitable treatment.
Therefore at this level it is where managers need to manage these systems so that they are effective in achieving the goals and objectives of the departments and organization. So the responsibilities of managers here is to ensure effectiveness through constant monitoring, assessment, and review.
With regards to reviews, we can talk about different levels of reviews; including program reviews, process reviews, and systems reviews. Program reviews will look at the particular program to see how effective it was. Process reviews will look at how the program can be carried out in a more effective and innovative manner, including looking at can we do the same with less.
Systems reviews are key as they look at the program in a larger context and the impact it has on overall goals. But before we can conduct a systemic review, alignment must be established. And that is what happens at the fourth-level, organization, where we look for alignment of systems to the overall goals, culture, and purpose of the organization.
How this can be established is where top management must ensure that every system, process, program, practice, policy, strategy, and structure must be aligned to the goals, culture, and purpose. In other words, if you want a culture of excellence in the pursuit of organization's goals, you must, as top management, ensure that those processes, strategies, etc are indeed encouraging, supporting, or acknowledging those desired behaviors.
Hence, in summary, from the personal level where everyone embarks on their journeys towards personal mastery so that at the interpersonal level they are able to engage each other in a way that is purposeful and given the systems that are effective in helping them achieve their goals, which in turn are aligned to the purpose, culture, and goals of the organization; can this be a happy, sustainable, and great organization.
Therefore, at the interpersonal level, it is all about relationships. How we build, strengthen, and grow relationships are dependent on the same three elements at the personal level.
We need to observe the natural laws of "personal mastery" and they are self-discipline, rectitude, vision, and leave a legacy". At the interpersonal level, we have another four more components of empathetic listening, synergy, abundance, and leverage. And the conduit of these two sets of natural laws is "engaged".
As we, at the personal level, work from the inside-out, and by engaging others who share similar set of values, dreams, and purpose with us to also work from the inside-out; we achieve two things. One, we are able to engaged another person to also work from inside-out, and because we share similar sets of values, dreams, and purpose; we expand our circle of influence through those that we have engaged.
In a corporate context, the next two levels are evident. Of course, it can apply to the family, not for profit, community, and social context. In any organization, there will be a certain hierarchy where someone reports to someone else. And usually, that someone else is called a "manager" or its equivalent.
Sometimes people mistaken and say, a manager is one that manages people. Well, perhaps in the industrialized age, where workers are managed purely through 'external motivational' factors, such as rules and regulations (e-motivated away) and compensation and benefits (e-motivated towards).
If you still operate within those environment then you may need those external motivated factors. Or, if in your organization, where there are a lot of back-stabbing, politics, or distrust; then those external motivated factors are still needed.
However if you operate in an environment where people are highly valued for their contributions, their creativity and innovativeness, their passion, and their purpose in life, then those external motivated factors are not going to work. Having said that, in any corporate setting, there is a need for both external motivated away and towards factors. Thing is, deciding on what's the balance is indeed more of an art than a science.
Here, at the managerial level is where we talk about systems and processes. You see, every organization needs systems and processes to oil the very wheels that run the firm. Without systems and processes, the situation will be chaotic. Every does things according to their liking and preferences. Imagine, if a bank doesn't have systems and processes, you may get your check cleared in one day some of the time and have it cleared in three days at other times.
What happens here is that, you, the customer, begin to have doubts the next time you does any business transactions with the bank. We see this in some countries, where preferences are given to a select few, where they get their things done faster than others. One example would be in China, where people talk about guan-xi, where if you have it things get done. If you don't have it, then you may have to 'comply' with some customs to get your things through.
Imagine having to work in such an organization, you'd be wondering if you were passed up for that promotion was it because of your abilities or was it because your boss have his favourite. Of course even with systems and processes in place that can still happen. Which is why the last two levels are so critical, that even having systems in place does not guarantee an equitable treatment.
Therefore at this level it is where managers need to manage these systems so that they are effective in achieving the goals and objectives of the departments and organization. So the responsibilities of managers here is to ensure effectiveness through constant monitoring, assessment, and review.
With regards to reviews, we can talk about different levels of reviews; including program reviews, process reviews, and systems reviews. Program reviews will look at the particular program to see how effective it was. Process reviews will look at how the program can be carried out in a more effective and innovative manner, including looking at can we do the same with less.
Systems reviews are key as they look at the program in a larger context and the impact it has on overall goals. But before we can conduct a systemic review, alignment must be established. And that is what happens at the fourth-level, organization, where we look for alignment of systems to the overall goals, culture, and purpose of the organization.
How this can be established is where top management must ensure that every system, process, program, practice, policy, strategy, and structure must be aligned to the goals, culture, and purpose. In other words, if you want a culture of excellence in the pursuit of organization's goals, you must, as top management, ensure that those processes, strategies, etc are indeed encouraging, supporting, or acknowledging those desired behaviors.
Hence, in summary, from the personal level where everyone embarks on their journeys towards personal mastery so that at the interpersonal level they are able to engage each other in a way that is purposeful and given the systems that are effective in helping them achieve their goals, which in turn are aligned to the purpose, culture, and goals of the organization; can this be a happy, sustainable, and great organization.
Monday, November 24, 2008
Live by the sword, die by the sword
I've been plagued by this thought that you've gotta be successful before you have the 'right' to talk about success.
Well, I've thought about it and am approaching it from a different point of view.
Sometime back, as I listened to Tony Robbins' Lesson in Mastery, he mentioned about conducting yourself as if you are already a public figure.
I think he has a valid point. His rationale for saying that is, if you conduct yourself as if you're already a public figure, then you would always be consistent with what you say you are. In short, walk the talk.
As I blog regularly about issues, opinions, and my perspectives; some people come to expect that my behaviors are consistent with what I write.
In a sense, there is added pressure as you would want be consistent with what you write. Meaning to say, we will practice what we preach.
There are some who doubt what people like Robbins teaches, or whether Obama will be the man that he says he is. Or they might say that Covey is more authentic as he does not claim to be perfect.
I think in a way, we are not being fair, by expecting someone who says one thing but does another. We are all humans and humans err. No doubt. I believe that while we blog about issues like what I discuss, we are, by no means perfect or always doing the right things.
Granted, if I blog about "engaged mastery" but consistently do not demonstrate in the way I behave, then it is only fair to say that I do not practice what I preach.
However, if under certain circumstances I slip and do not behave in the way that I say I would, though in most cases I am consistent, then I firmly believe that I should be given some leeway.
Don't get me wrong, I am not finding excuses to give myself an exit clause. What we are talking about is being consistent.
You see, if someone slips from time to time, we ought not be too quick to judge. However if that someone deviate most of the time, then judgement is deemed fair.
There were times when people come up to me and say, you did not do what you said you would do. Yes, I acknowledge it. My sense is, as long as I am aware of it, and am looking at how I can do better the next time, I don't see what's the fuss. However if I deny and say that my actions were justified, while at the same time refusing to make improvements then I think I deserve the boot.
In a sense, it is like all public figures. Everyone is out to catch them with their hands in the cookie jar. Or people who are too quick to judge. Is it fair? Are we out to 'catch' them? Or should we give them the due respect?
I believe it this way.
We who dared to make a commitment publicly should be given a chance. We lay our claims about how or what we should do. Having said that, we should be taken to task should we consistently fail to deliver.
How does one get stronger, mind or character? It is during this testing times. Under normal circumstances, or in a non-challenged environment of course we are able to live by our values. It is easy. But it is when trying times happen that's when if we stick to our guns and still choose to live by those values, that's when our character gets stronger. Yes, we may waiver under pressure too, but we must then have the guts to admit our mistakes and move on.
I think, when we have made a commitment to live by a certain set of values; when we come under attack and still chose to live by those values, we emerge stronger in our character. That's what building character is all about.
But if we slipped, we must then also be open about it and readily admit our mistakes, ask for forgiveness, say how we will do it differently in future, and move on.
And for those of us who might be too quick to judge, let us be a little more kind and be prepared to give others another chance.
So it is two-way.
Besides, with the internet this is how we can either succeed in a big way or fail miserably. Because netizens would be quick, and merciless in making their judgements about us. Hence, it gives us a chance to work on our character and emerge stronger.
Finally as a parting shot, I appreciate and owe a great deal of gratitude to all those who gave me this opportunity to strengthen my character. Thank you...
Well, I've thought about it and am approaching it from a different point of view.
Sometime back, as I listened to Tony Robbins' Lesson in Mastery, he mentioned about conducting yourself as if you are already a public figure.
I think he has a valid point. His rationale for saying that is, if you conduct yourself as if you're already a public figure, then you would always be consistent with what you say you are. In short, walk the talk.
As I blog regularly about issues, opinions, and my perspectives; some people come to expect that my behaviors are consistent with what I write.
In a sense, there is added pressure as you would want be consistent with what you write. Meaning to say, we will practice what we preach.
There are some who doubt what people like Robbins teaches, or whether Obama will be the man that he says he is. Or they might say that Covey is more authentic as he does not claim to be perfect.
I think in a way, we are not being fair, by expecting someone who says one thing but does another. We are all humans and humans err. No doubt. I believe that while we blog about issues like what I discuss, we are, by no means perfect or always doing the right things.
Granted, if I blog about "engaged mastery" but consistently do not demonstrate in the way I behave, then it is only fair to say that I do not practice what I preach.
However, if under certain circumstances I slip and do not behave in the way that I say I would, though in most cases I am consistent, then I firmly believe that I should be given some leeway.
Don't get me wrong, I am not finding excuses to give myself an exit clause. What we are talking about is being consistent.
You see, if someone slips from time to time, we ought not be too quick to judge. However if that someone deviate most of the time, then judgement is deemed fair.
There were times when people come up to me and say, you did not do what you said you would do. Yes, I acknowledge it. My sense is, as long as I am aware of it, and am looking at how I can do better the next time, I don't see what's the fuss. However if I deny and say that my actions were justified, while at the same time refusing to make improvements then I think I deserve the boot.
In a sense, it is like all public figures. Everyone is out to catch them with their hands in the cookie jar. Or people who are too quick to judge. Is it fair? Are we out to 'catch' them? Or should we give them the due respect?
I believe it this way.
We who dared to make a commitment publicly should be given a chance. We lay our claims about how or what we should do. Having said that, we should be taken to task should we consistently fail to deliver.
How does one get stronger, mind or character? It is during this testing times. Under normal circumstances, or in a non-challenged environment of course we are able to live by our values. It is easy. But it is when trying times happen that's when if we stick to our guns and still choose to live by those values, that's when our character gets stronger. Yes, we may waiver under pressure too, but we must then have the guts to admit our mistakes and move on.
I think, when we have made a commitment to live by a certain set of values; when we come under attack and still chose to live by those values, we emerge stronger in our character. That's what building character is all about.
But if we slipped, we must then also be open about it and readily admit our mistakes, ask for forgiveness, say how we will do it differently in future, and move on.
And for those of us who might be too quick to judge, let us be a little more kind and be prepared to give others another chance.
So it is two-way.
Besides, with the internet this is how we can either succeed in a big way or fail miserably. Because netizens would be quick, and merciless in making their judgements about us. Hence, it gives us a chance to work on our character and emerge stronger.
Finally as a parting shot, I appreciate and owe a great deal of gratitude to all those who gave me this opportunity to strengthen my character. Thank you...
Sunday, November 23, 2008
Happy
How can your organization become one that is happy, where your customers; stakeholders; shareholders; partners; suppliers; and staff are happy?
Some people, including myself, believe that "happiness" is a state of mind. Indeed!
As we phrase the question as "being", not "having". It is because we believe in the "be-do-have" paradigm, so we must first BE happy, so that we are happy DOING what we're doing, which then lead us to HAVE happy outcomes.
Notice we said outcomes and not results, as the latter might give others the notion that it must only be positive results. It is not necessary as it can be not so positive results but yet we are happy with it as we know that we have done our best.
Of course that is not to say that, being happy means even accepting not so positive results. Quite the contrary, as because we are happy, we will evaluate the outcomes, including the process that leads to these outcomes, and look at the positive side of things by asking ourselves what we can learn from the process itself. That is of course about our attitude as well.
Sure, we can go on about the state of mind and the "be-do-have" paradigm but it may not allow someone else, who is not happy concrete steps to work towards happiness.
I believe there are four critical levels that need to be worked on so that we can be happy. Starting at the bottom of the four levels is "personal". If at the personal level, people are not happy then we might as well forget about a happy organization.
Hence, at the personal level how does one work on happiness? I believe it is to do with personal mastery. As we can have an elaborated discussion about personal mastery, here, allow me to offer you the broad steps in personal mastery. In a nutshell, the way, I believe, that one can work on personal mastery is to acknowledge three fundamental concepts; i.e. circle of influence, working from the inside-out, and natural laws.
In our previous discussion we talked about natural laws as laws or rules that operate in the environment regardless of whether you acknowledge it or not. Working from the inside-out is the T.E.A.M. approach, where we focus on our mindset, attitude, efforts, and targets. And finally, the circle of influence will allow you to focus on what you have influence on rather than what you do not have influence on.
Once we have embarked on our journey towards personal mastery then we can move on to the next level. (Note, one never quite arrive at achieving personal mastery as it is a life-long journey without a finishing line) At the next level, which is "interpersonal", our focus is on "engaged mastery".
Some people, including myself, believe that "happiness" is a state of mind. Indeed!
As we phrase the question as "being", not "having". It is because we believe in the "be-do-have" paradigm, so we must first BE happy, so that we are happy DOING what we're doing, which then lead us to HAVE happy outcomes.
Notice we said outcomes and not results, as the latter might give others the notion that it must only be positive results. It is not necessary as it can be not so positive results but yet we are happy with it as we know that we have done our best.
Of course that is not to say that, being happy means even accepting not so positive results. Quite the contrary, as because we are happy, we will evaluate the outcomes, including the process that leads to these outcomes, and look at the positive side of things by asking ourselves what we can learn from the process itself. That is of course about our attitude as well.
Sure, we can go on about the state of mind and the "be-do-have" paradigm but it may not allow someone else, who is not happy concrete steps to work towards happiness.
I believe there are four critical levels that need to be worked on so that we can be happy. Starting at the bottom of the four levels is "personal". If at the personal level, people are not happy then we might as well forget about a happy organization.
Hence, at the personal level how does one work on happiness? I believe it is to do with personal mastery. As we can have an elaborated discussion about personal mastery, here, allow me to offer you the broad steps in personal mastery. In a nutshell, the way, I believe, that one can work on personal mastery is to acknowledge three fundamental concepts; i.e. circle of influence, working from the inside-out, and natural laws.
In our previous discussion we talked about natural laws as laws or rules that operate in the environment regardless of whether you acknowledge it or not. Working from the inside-out is the T.E.A.M. approach, where we focus on our mindset, attitude, efforts, and targets. And finally, the circle of influence will allow you to focus on what you have influence on rather than what you do not have influence on.
Once we have embarked on our journey towards personal mastery then we can move on to the next level. (Note, one never quite arrive at achieving personal mastery as it is a life-long journey without a finishing line) At the next level, which is "interpersonal", our focus is on "engaged mastery".
Thursday, November 20, 2008
Roots and Fruits
I think using the tree as a metaphor for values and behaviors is an excellent one. This was previously illustrated by Stephen M.R. Covey in his book, "The Speed of Trust".
When we talk about "values" and "behaviors", the link here is that values must be translated into behaviors. The reason is because, values are like the roots of a tree. You cannot see the roots of a tree, unless of course you unearth it, as it is underground. Just like values, you cannot tell just by looking at a person what his values are. And if someone tells you he can be trusted, where trust being a value, you are not able to make out whether what he is saying is the truth. Of course you can give him the benefit of the doubt. But what you can observe are his behaviors.
If someone tells you he can be trusted, what might be some of the behaviors that you must see in order for you to trust him? These behaviors must be consistent with "trust". Of course our interpretations might differ, but fundamentally, if trust is a value, you might expect the person to tell the truth about his background. Or you might expect the person to exhibit behaviors such as being dependable, returning a call when he says he will, being on time when an appointment is made, etc.
And of course, the person could slip on one or two occasions, and we might even overlook those instances.
At times, the person may even want to be consistent with a value that he wants to uphold. Like, if an ex-convict tells you that he can be trusted. Do we give him the opportunity to prove himself or do we deny him the chance?
This is where the tree analogy becomes interesting. Say, when you see a tree now, do you think that the tree was there all along? Or did it grew out of seeds? Of course it does. So, when we plant the seeds today, we will also need to take several steps forward so that it can blossom into a tree, and possibly one that bears fruit. So, what are the steps we can take?
We'll need to water the seeds everyday. Possibly add fertilizers. Loosen the soil once in a while. Clear the weeds around the plant. In other words, before we can see the tree, we need to take the necessary steps to nurture it, care for it, give it attention, make sure it gets enough sunlight. Because if we don't, if we neglect it, if we throw coffee in the soil, then not only we will not see the tree, the seeds might not even grow.
Hence, the one thing we must understand is that, the tree is subjected to what we call, natural laws. These natural laws must be observed. We must learn of these natural laws in order for our tree to grow. Say, for instance, we ignore just one of these natural laws. Sunlight. We keep the seeds indoors, while we continue to water it, give it fertilizers; do you think the tree will have any chances of survival? Absolutely not!
Hence, values being the roots, need to be cultivated. It needs to be nurtured. It also needs the right environment to flourish. Especially when it is a value that one has just began to embrace it. It will need to observe the equivalent of the natural laws to blossom into fruits.
Of course, one great way of looking at values and behaviors is to use the logical levels of change first introduced by Gregory Bateson. Some people believe that it is the environment that shapes their behaviors. But of course, we all would have experiences that shows us given the same environment or situation, two people can behave differently.
So, if environment is quite the factor that causes us to behave in a particular way, then what is?
Some believe that it is capabilities that determine our behavior. While it is true in some instances, like unless you have the capability to know how to swim, your behavior in a pool will be very different from someone else who doesn't know how to swim.
However one can also think of a capability that we all have in common. That capability is to murder another person. But why we don't do it, I hope, is because we believe that it is wrong to take another man's life. So how we behave is also a function of our beliefs and values.
And where do beliefs and values come from? They come from our experiences, educational background, upbringing, the company we keep, for instance. And all those aforementioned will form our mindset or identity.
Therefore, if you take the advice of Stephen Covey's Habit 1: Be Proactive, you will work on behaviors if you want to make minor changes. But if you'd like to make a quantum leap, work on mindset. Work on your identity. Because once you are able to shift your mindset, you see a new you, the behavioral changes will happen. Therefore working from inside-out, will require you to start with your mindset, your identity.
And just like the tree that observe natural laws, when you do make that shift in terms of mindset, you will also need to observe the natural laws here.
And the natural laws here are similar to those as the tree. You'll need to work on it everyday. Give it the attention everyday. You will need to constantly remind yourself of the behaviors that are consistent with this new identity. In short, it doesn't happen over night. And unless sufficient attention is given to it, it too will die. And you might revert to the old ways. And then people will see that your behaviors are not consistent with your stated values, and hence you will lose the trust that others see in you.
So, in order to get the fruits (behaviors) that we want, we must have the right roots (values), while observing the natural laws that operate in this environment.
When we talk about "values" and "behaviors", the link here is that values must be translated into behaviors. The reason is because, values are like the roots of a tree. You cannot see the roots of a tree, unless of course you unearth it, as it is underground. Just like values, you cannot tell just by looking at a person what his values are. And if someone tells you he can be trusted, where trust being a value, you are not able to make out whether what he is saying is the truth. Of course you can give him the benefit of the doubt. But what you can observe are his behaviors.
If someone tells you he can be trusted, what might be some of the behaviors that you must see in order for you to trust him? These behaviors must be consistent with "trust". Of course our interpretations might differ, but fundamentally, if trust is a value, you might expect the person to tell the truth about his background. Or you might expect the person to exhibit behaviors such as being dependable, returning a call when he says he will, being on time when an appointment is made, etc.
And of course, the person could slip on one or two occasions, and we might even overlook those instances.
At times, the person may even want to be consistent with a value that he wants to uphold. Like, if an ex-convict tells you that he can be trusted. Do we give him the opportunity to prove himself or do we deny him the chance?
This is where the tree analogy becomes interesting. Say, when you see a tree now, do you think that the tree was there all along? Or did it grew out of seeds? Of course it does. So, when we plant the seeds today, we will also need to take several steps forward so that it can blossom into a tree, and possibly one that bears fruit. So, what are the steps we can take?
We'll need to water the seeds everyday. Possibly add fertilizers. Loosen the soil once in a while. Clear the weeds around the plant. In other words, before we can see the tree, we need to take the necessary steps to nurture it, care for it, give it attention, make sure it gets enough sunlight. Because if we don't, if we neglect it, if we throw coffee in the soil, then not only we will not see the tree, the seeds might not even grow.
Hence, the one thing we must understand is that, the tree is subjected to what we call, natural laws. These natural laws must be observed. We must learn of these natural laws in order for our tree to grow. Say, for instance, we ignore just one of these natural laws. Sunlight. We keep the seeds indoors, while we continue to water it, give it fertilizers; do you think the tree will have any chances of survival? Absolutely not!
Hence, values being the roots, need to be cultivated. It needs to be nurtured. It also needs the right environment to flourish. Especially when it is a value that one has just began to embrace it. It will need to observe the equivalent of the natural laws to blossom into fruits.
Of course, one great way of looking at values and behaviors is to use the logical levels of change first introduced by Gregory Bateson. Some people believe that it is the environment that shapes their behaviors. But of course, we all would have experiences that shows us given the same environment or situation, two people can behave differently.
So, if environment is quite the factor that causes us to behave in a particular way, then what is?
Some believe that it is capabilities that determine our behavior. While it is true in some instances, like unless you have the capability to know how to swim, your behavior in a pool will be very different from someone else who doesn't know how to swim.
However one can also think of a capability that we all have in common. That capability is to murder another person. But why we don't do it, I hope, is because we believe that it is wrong to take another man's life. So how we behave is also a function of our beliefs and values.
And where do beliefs and values come from? They come from our experiences, educational background, upbringing, the company we keep, for instance. And all those aforementioned will form our mindset or identity.
Therefore, if you take the advice of Stephen Covey's Habit 1: Be Proactive, you will work on behaviors if you want to make minor changes. But if you'd like to make a quantum leap, work on mindset. Work on your identity. Because once you are able to shift your mindset, you see a new you, the behavioral changes will happen. Therefore working from inside-out, will require you to start with your mindset, your identity.
And just like the tree that observe natural laws, when you do make that shift in terms of mindset, you will also need to observe the natural laws here.
And the natural laws here are similar to those as the tree. You'll need to work on it everyday. Give it the attention everyday. You will need to constantly remind yourself of the behaviors that are consistent with this new identity. In short, it doesn't happen over night. And unless sufficient attention is given to it, it too will die. And you might revert to the old ways. And then people will see that your behaviors are not consistent with your stated values, and hence you will lose the trust that others see in you.
So, in order to get the fruits (behaviors) that we want, we must have the right roots (values), while observing the natural laws that operate in this environment.
Wednesday, November 19, 2008
Elements of a Winning Strategy for Obama
After studying the Obama presidential campaign, we began to draw several key learning points that led to his successful bid.
Here, we will discuss the three fundamental important elements that have created a winning strategy that is based on Mr Obama's campaign.
One of the most talked about is his choice of the theme for his campaign; change. Mr Obama's campaign was not just about gathering more votes or just winning the bid for presidency, its about change; and that change is not just for America, but it is to change the world together.
It is not only bold and ambitious, but it is also the fact that even with less experience, money, and a funny name, he talked about the Audacity of Hope that these changes can bring.
In a word, it is BIG. And because of the size of his hope, it created synergy, he is able to excite others, gives them the energy and motivation, and of course the inspiration that this hope will bring.
In addition, he understands the MINDSET of the people better than his opponent, to be able to see things from their perspectives; to be able to relate with the Maytag workers being laid off, with the emotions of those families who have loved ones, like Shamus, serving the country, with the father who wonders how he can afford to pay for prescription drugs for his son now that he is unemployed.
And that he is able to promote his ideals as being WORTHWHILE to the cause of the Nation, to be able to align the outcomes to the core beliefs of the people; that no one wants their tax dollars to be wasted on fighting someone else's war. And more importantly, it is also about the changes that will allow more people to realise the American Dream. Often citing himself as an example.
Henceforth, in sum, these are the key points again. To begin, you must have a main message. What is the essence of your message?
Next, your main message must be BIG, so that it can allow as many people as possible to participate. Then, in order to communicate your main message clearly and effectively, you will need to understand the MINDSET of the people you are talking to. So that you can present your main message in a manner that is WORTHWHILE to them.
Now, I encourage you to reflect on these key points (or you can remember it as BMW) and see how it may apply to you in the three areas of your life; personal (self), people (relationship with others), and professional (in your working environment).
Please do write to me (leadership@tanmelvyn.com) so that we can share our thoughts on this subject.
Here, we will discuss the three fundamental important elements that have created a winning strategy that is based on Mr Obama's campaign.
One of the most talked about is his choice of the theme for his campaign; change. Mr Obama's campaign was not just about gathering more votes or just winning the bid for presidency, its about change; and that change is not just for America, but it is to change the world together.
It is not only bold and ambitious, but it is also the fact that even with less experience, money, and a funny name, he talked about the Audacity of Hope that these changes can bring.
In a word, it is BIG. And because of the size of his hope, it created synergy, he is able to excite others, gives them the energy and motivation, and of course the inspiration that this hope will bring.
In addition, he understands the MINDSET of the people better than his opponent, to be able to see things from their perspectives; to be able to relate with the Maytag workers being laid off, with the emotions of those families who have loved ones, like Shamus, serving the country, with the father who wonders how he can afford to pay for prescription drugs for his son now that he is unemployed.
And that he is able to promote his ideals as being WORTHWHILE to the cause of the Nation, to be able to align the outcomes to the core beliefs of the people; that no one wants their tax dollars to be wasted on fighting someone else's war. And more importantly, it is also about the changes that will allow more people to realise the American Dream. Often citing himself as an example.
Henceforth, in sum, these are the key points again. To begin, you must have a main message. What is the essence of your message?
Next, your main message must be BIG, so that it can allow as many people as possible to participate. Then, in order to communicate your main message clearly and effectively, you will need to understand the MINDSET of the people you are talking to. So that you can present your main message in a manner that is WORTHWHILE to them.
Now, I encourage you to reflect on these key points (or you can remember it as BMW) and see how it may apply to you in the three areas of your life; personal (self), people (relationship with others), and professional (in your working environment).
Please do write to me (leadership@tanmelvyn.com) so that we can share our thoughts on this subject.
Tuesday, November 18, 2008
Is he the next Obama?
He has established himself as an entrepreneur, speaker, author, scholar, and community servant.
A "serial entrepreneur", he also previously launched four socially responsible business ventures.
First, selling compact discs and cassette tapes out of his dormitory in college and using the proceeds to fund high school outreach activities, where it later evolved into his second venture; a firm committed to providing the highest caliber training and development for emerging and seasoned professionals.
Third, he co-founded a multi-disciplinary consulting firm that specialized in the unique needs of inner city communities. And fourth, an organization with a mission to ensure that affordable housing was equipped for the 21st century by implementing innovative, sustainable, broadband network and telecommunications solutions.
A sought after public speaker for corporate, youth and community groups, he has been featured on nationally televised programs such as The Today Show, Live with Regis and Kelly, and CNN, as well as featured in Parade magazine, The New York Times, The Washington Post and The Boston Globe.
He holds five academic degrees including the last, where he made history as the first African-American ever to receive a Rhodes Scholarship at Rutgers University.
He is also a published writer and academic scholar, where he is currently co-authoring a book with his Rutgers roommate and business partner, tentatively entitled, Black Faces in White Places, which chronicles their experiences as African Americans who have successfully navigagted predominantly white institutions.
He maintains an active involvement in community service and is a national spokesperson for Autism Speaks, the National Black MBA Association (Gold Key Access events), New Jersey Reads ("Change a Life Through Literacy" campaign) and Junior Achievement of New York (Groundhog Job Shadow Day program).
And, of course, he is the winner of the Apprentice Season 4.
His name?
Dr. Randal Pinkett.
A "serial entrepreneur", he also previously launched four socially responsible business ventures.
First, selling compact discs and cassette tapes out of his dormitory in college and using the proceeds to fund high school outreach activities, where it later evolved into his second venture; a firm committed to providing the highest caliber training and development for emerging and seasoned professionals.
Third, he co-founded a multi-disciplinary consulting firm that specialized in the unique needs of inner city communities. And fourth, an organization with a mission to ensure that affordable housing was equipped for the 21st century by implementing innovative, sustainable, broadband network and telecommunications solutions.
A sought after public speaker for corporate, youth and community groups, he has been featured on nationally televised programs such as The Today Show, Live with Regis and Kelly, and CNN, as well as featured in Parade magazine, The New York Times, The Washington Post and The Boston Globe.
He holds five academic degrees including the last, where he made history as the first African-American ever to receive a Rhodes Scholarship at Rutgers University.
He is also a published writer and academic scholar, where he is currently co-authoring a book with his Rutgers roommate and business partner, tentatively entitled, Black Faces in White Places, which chronicles their experiences as African Americans who have successfully navigagted predominantly white institutions.
He maintains an active involvement in community service and is a national spokesperson for Autism Speaks, the National Black MBA Association (Gold Key Access events), New Jersey Reads ("Change a Life Through Literacy" campaign) and Junior Achievement of New York (Groundhog Job Shadow Day program).
And, of course, he is the winner of the Apprentice Season 4.
His name?
Dr. Randal Pinkett.
Monday, November 17, 2008
Key Lessons on "Change Management" from Barack Obama
Given the results of the recent U.S. presidential elections, leaders of organizations (both private and public) can draw three key lessons from the President-elect Mr Obama's election campaign about change management.
We've all heard the phase, "people are resistant to changes". The converse is true, on the contrary. People DO NOT resist changes. They resist the uncertainty that changes bring about. People know that some changes are good. But what they fear are the uncertainties.
So, the three key lessons that one can learn from Mr Obama are: clear communications about these changes, the plans behind how these changes will unfold, and how each individual are involved in making these changes happen.
But before we discuss in detailed about these three key lessons, let's examine the underlying systems and structures that must be in place. To bring about successful change management, the organization's existing systems & structures and processes & policies must be re-examined.
Henceforth, the systems & structures and processes & policies must support and/or reinforce the outcomes of these changes. For instance, if you want more cooperation amongst your staff, you will need to identify current systems & structures and processes & policies that do not support or worse, run counter to cooperation. If you want more creativity than the systems & structures and processes & policies must allow for creative efforts to exist, if not flourish.
This is only, but at one level. And this level is what most consultants or corporate management experts will recommend. We offer another level, where the key lessons are drawn from the successful campaign for presidency by Mr Obama.
The level that we've discussed above is an "external" level. Meaning, at the organizational level, these systems & structures and processes & policies can do to reinforce, support, acknowledge, and encourage the behaviors that bring about the desired outcomes of the "change". However, though external factors can succeed, it can also be implemented but staff still feel disengaged or worse, disenfranchised.
This is where the internal factors become so critical that, we believe, even if those external factors are not present, with a strong internal desire for this "change", "change" can still happen. These internal factors address the very issue of "people resist changes" directly and effectively.
First, "changes" must be communicated clearly to staff. As changes often, though not always, require a shift in mindset, it must be communicated in such a way that it creates a vivid picture of the outcomes for the staff. People need to know what will these changes bring about, what are the benefits and what might be the pitfalls.
As long as the benefits outweigh the pitfalls, as well as the current situation, people are gonna want in. Mr Obama made it clear that with him as the Commander-in-Chief, he will work to bring about the changes, that will not only benefit the people but will bring the people out of this current mess.
So, one of the best ways to communicate such changes, spell out the plans ahead, and give examples of how each individual can be involved is to use a technique that Walt Disney had employed when creating his famous Mickey Mouse cartoons. That technique has allowed the Walt Disney Company to capture the imagination of millions of people over many generations.
The technique that we are talking about is the "story-boarding" technique. The "story-board" technique allows you to build up the "story" from where we are currently to where we want to be. Masterful usage of this technique has allowed its users to build their stories to a climax, where the listeners become totally inspired, as in the case of Mr Obama. Essentially, it progressively shows how we, as an organization, can do this together.
There is a six-step process that you can follow to help you design your own "story" in communicating the "changes", which you want to bring about. Let's examine these steps in greater details in our next discussion.
*Note: Of course there are some leaders who do this at a subconscious level, meaning they do it without knowing that the principles are essentially that of the "story-board" technique. Thing is, if it is subconscious then the ability to re-create the same desirable outcomes then become opportunistic.
We've all heard the phase, "people are resistant to changes". The converse is true, on the contrary. People DO NOT resist changes. They resist the uncertainty that changes bring about. People know that some changes are good. But what they fear are the uncertainties.
So, the three key lessons that one can learn from Mr Obama are: clear communications about these changes, the plans behind how these changes will unfold, and how each individual are involved in making these changes happen.
But before we discuss in detailed about these three key lessons, let's examine the underlying systems and structures that must be in place. To bring about successful change management, the organization's existing systems & structures and processes & policies must be re-examined.
Henceforth, the systems & structures and processes & policies must support and/or reinforce the outcomes of these changes. For instance, if you want more cooperation amongst your staff, you will need to identify current systems & structures and processes & policies that do not support or worse, run counter to cooperation. If you want more creativity than the systems & structures and processes & policies must allow for creative efforts to exist, if not flourish.
This is only, but at one level. And this level is what most consultants or corporate management experts will recommend. We offer another level, where the key lessons are drawn from the successful campaign for presidency by Mr Obama.
The level that we've discussed above is an "external" level. Meaning, at the organizational level, these systems & structures and processes & policies can do to reinforce, support, acknowledge, and encourage the behaviors that bring about the desired outcomes of the "change". However, though external factors can succeed, it can also be implemented but staff still feel disengaged or worse, disenfranchised.
This is where the internal factors become so critical that, we believe, even if those external factors are not present, with a strong internal desire for this "change", "change" can still happen. These internal factors address the very issue of "people resist changes" directly and effectively.
First, "changes" must be communicated clearly to staff. As changes often, though not always, require a shift in mindset, it must be communicated in such a way that it creates a vivid picture of the outcomes for the staff. People need to know what will these changes bring about, what are the benefits and what might be the pitfalls.
As long as the benefits outweigh the pitfalls, as well as the current situation, people are gonna want in. Mr Obama made it clear that with him as the Commander-in-Chief, he will work to bring about the changes, that will not only benefit the people but will bring the people out of this current mess.
So, one of the best ways to communicate such changes, spell out the plans ahead, and give examples of how each individual can be involved is to use a technique that Walt Disney had employed when creating his famous Mickey Mouse cartoons. That technique has allowed the Walt Disney Company to capture the imagination of millions of people over many generations.
The technique that we are talking about is the "story-boarding" technique. The "story-board" technique allows you to build up the "story" from where we are currently to where we want to be. Masterful usage of this technique has allowed its users to build their stories to a climax, where the listeners become totally inspired, as in the case of Mr Obama. Essentially, it progressively shows how we, as an organization, can do this together.
There is a six-step process that you can follow to help you design your own "story" in communicating the "changes", which you want to bring about. Let's examine these steps in greater details in our next discussion.
*Note: Of course there are some leaders who do this at a subconscious level, meaning they do it without knowing that the principles are essentially that of the "story-board" technique. Thing is, if it is subconscious then the ability to re-create the same desirable outcomes then become opportunistic.
Tuesday, November 11, 2008
The Hardest Part (Chapter 2)
So, how do we get to motivate our folks at work, so that they can become self-motivated? Ideal situation is when they do not need supervision, instead they need directions, they need resources, they need supporting structures and systems to help them do their work. In other words, you/me as the manager/leader just do that and get out of the way.
I believe it all comes down to four areas; namely body, mind, heart, and spirit. You see, until we know that someone else is engaging us in all four areas, we'll never really feel appreciated. We can be paid a huge sum of money, but our opinion is not wanted, our passion is not needed, and we are asked to 'dig a hole, then fill it'. How's that for motivation?
So, how exactly do we engage another in the body, mind, heart, and spirit realms? When it comes to body and mind, these two can be external motivational factors. Recognition for their contributions, rewards, benefits, and compensation; these are all external motivational factors. Rules and regulations, policies to abide by, adherence to standard operating procedures (SOPs) are also external motivational factors. If you've been following our discussion, you would quickly point out that the first group of external motivational factors are "towards", while the second group are "away".
So, for internal motivational factors, these are more to do with identifying the heart and spirit realms. Heart will include their passion, their conscience, their feel good factors, their feel bad factors. For instance, John C Maxwell preached about giving someone a reputation to keep. That is like saying, "well, I know that you are a responsible person, and you will do this to the best of your ability; won't you?" of course you've got to mean it. Don't use it as an emotional blackmail apparatus or it will backfire faster than you can spell "emotions". So, if you mean it, the person will definitely do his best. Because he is internally motivated away from being irresponsible or internally motivated towards being responsible.
Whether it is away or towards, it all depends on the individual. For someone it can be motivated towards, while for another it can be motivated away.
Finally on the issue of 'spirit', I don't mean it in the religious manner. It is more of the purpose of the person. For instance, when working with schools and teachers, we always link it back to the very reason why they came into this profession. Once we are able to help them link whatever they are doing to this particular reason, and here we are assuming they do it for benevolent reasons, it almost always lead to a more meaningful outcome.
Now, don't you want to know that whatever you do, your deeds are viewed as a force for good? Don't we all want to leave a legacy behind where our offsprings and generations after us will and can benefit from it? If you want that, so do your co-workers, your supervisees, your business partners, your associates, your parents, your children, your spouse, and everyone else.
I believe it all comes down to four areas; namely body, mind, heart, and spirit. You see, until we know that someone else is engaging us in all four areas, we'll never really feel appreciated. We can be paid a huge sum of money, but our opinion is not wanted, our passion is not needed, and we are asked to 'dig a hole, then fill it'. How's that for motivation?
So, how exactly do we engage another in the body, mind, heart, and spirit realms? When it comes to body and mind, these two can be external motivational factors. Recognition for their contributions, rewards, benefits, and compensation; these are all external motivational factors. Rules and regulations, policies to abide by, adherence to standard operating procedures (SOPs) are also external motivational factors. If you've been following our discussion, you would quickly point out that the first group of external motivational factors are "towards", while the second group are "away".
So, for internal motivational factors, these are more to do with identifying the heart and spirit realms. Heart will include their passion, their conscience, their feel good factors, their feel bad factors. For instance, John C Maxwell preached about giving someone a reputation to keep. That is like saying, "well, I know that you are a responsible person, and you will do this to the best of your ability; won't you?" of course you've got to mean it. Don't use it as an emotional blackmail apparatus or it will backfire faster than you can spell "emotions". So, if you mean it, the person will definitely do his best. Because he is internally motivated away from being irresponsible or internally motivated towards being responsible.
Whether it is away or towards, it all depends on the individual. For someone it can be motivated towards, while for another it can be motivated away.
Finally on the issue of 'spirit', I don't mean it in the religious manner. It is more of the purpose of the person. For instance, when working with schools and teachers, we always link it back to the very reason why they came into this profession. Once we are able to help them link whatever they are doing to this particular reason, and here we are assuming they do it for benevolent reasons, it almost always lead to a more meaningful outcome.
Now, don't you want to know that whatever you do, your deeds are viewed as a force for good? Don't we all want to leave a legacy behind where our offsprings and generations after us will and can benefit from it? If you want that, so do your co-workers, your supervisees, your business partners, your associates, your parents, your children, your spouse, and everyone else.
Monday, November 10, 2008
The Hardest Part (Chapter 1)
You know, for some people, they'd always see the negative aspects of things. Even if the situation is a good one, they'll almost able to find faults with it. Then, there are those that no matter what happens, they'll always be optimistic about it, be it good or bad.
One way to tell which type they are is to listen to their language patterns. Some clues include, "looking on the brighter side of things", "happy problem (whatever that means)", am sure you can think of some more.
Anyways, we're not saying which type is better, as both has their good points and their bad points (talking about the two types, there's the third that are both; where President Truman asked for a one-arm economist). How so? Well, for a start, in certain situations we want to be able to uphold some principles we hold dear, while in others, we'd rather move away from those principles.
While it seems obvious, it is not always so. For instance some people might want to be rich (externally motivated towards) but don't do a thing because it is in conflict with their internal motivation factors like having to work hard so as to become rich, where that is in conflict with an internal value of wanting to spend time with family and friends.
As such, these people struggle all their lives (until they find a solution) and yet lose both; wealth and family. Sad huh? Well, what's worse is their need to find a solution (or compromise) to their issue. It is a dilemma that they need to overcome. Want this, but cannot afford to lose that.
Talk about hardest part.
One way to tell which type they are is to listen to their language patterns. Some clues include, "looking on the brighter side of things", "happy problem (whatever that means)", am sure you can think of some more.
Anyways, we're not saying which type is better, as both has their good points and their bad points (talking about the two types, there's the third that are both; where President Truman asked for a one-arm economist). How so? Well, for a start, in certain situations we want to be able to uphold some principles we hold dear, while in others, we'd rather move away from those principles.
While it seems obvious, it is not always so. For instance some people might want to be rich (externally motivated towards) but don't do a thing because it is in conflict with their internal motivation factors like having to work hard so as to become rich, where that is in conflict with an internal value of wanting to spend time with family and friends.
As such, these people struggle all their lives (until they find a solution) and yet lose both; wealth and family. Sad huh? Well, what's worse is their need to find a solution (or compromise) to their issue. It is a dilemma that they need to overcome. Want this, but cannot afford to lose that.
Talk about hardest part.
Motivation - Towards or Away? Internal or External?
For most of us who are in a managerial position (or even as a parent), there is a common question on our minds. How do we motivate our staff (or children)? Of course there are some individuals who are self motivated. They will do the work to the best of their abilities, whether with or without supervision. However, this group is small. And because of them being self motivated, this group will rise above the crowd and usually become very influential in their field.
Hence, the question begs, how do we get the vast majority of people in your organization to be like this small group? I believe before we go out and start putting in place checks and measures or change our compensation and benefits systems, we need to first understand how it works, motivation that is, on people.
If we were to categorize motivation, I suggest looking at it from four-quadrants. If you take a piece of paper and draw a big box and further divide that big box into four smaller boxes, you would name quadrant one (top left hand corner box): (external - away); quadrant two (top right hand corner box): (external - towards); quadrant three (lower left hand corner box): (internal - away); and quadrant four (lower right hand corner box): (internal - towards).
Now, let us examine each quadrant. For quadrant one - externally motivated away, it would be situations where one is afraid of external forces from happening and hence wants to avoid it. It could be, one is afraid that he might be fired if he fails to perform at work and hence does his best to avoid that from happening.
Quadrant two - externally motivated towards, it could be situations such as one is motivated by that promotion and hence does his best to gain that promotion.
Quadrant three - internally motivated away, could be when one believes that he should perform to the best of his ability or otherwise they may see themselves as irresponsible people and because they do not want to be associated with being such, hence they will do their work to the best of their abilities.
Quadrant four - internally motivated towards is where one believes that he is a responsible person and hence wants to live up to their identity so, they will do their work to the best of their abilities.
Now, the time is some people believe that being motivated away is not good, whether internally or externally, because once they found out that, for instance, as long as they do their best (whatever their best may be and that in itself is subjective) they will never call themselves irresponsible (internally) or that they know that they cannot be fired no matter what they do (externally), they will continue into their current state. While that is true in itself, as an organization we will have to organise our resources in such a way that it will deliver the desired results.
That is why, in any organization (good ones that is), there will be rules and regulations (external - motivated away) and rewards and recognition schemes (external - motivated towards). Hence, the organization is creating an environment that either supports, encourages, or acknowledges these desired behaviors or it will have policies that govern how individuals should behave or suffer the consequences.
However, while these systems and processes are good, there cannot be too many rules and regulations or it will be too stifling an environment nor can it be too relaxed where everyone gets away with anything. Alternatively, there cannot be an ever increasing numbers of reward schemes or recognition platforms as it is not sustainable.
Hence, designing such systems and processes is not only an art, not a science; it should also be formulated in such a way that people find it too stifling or too relaxed.
Therefore the solution is to really identify the internally motivational sources of each individual and work with them accordingly. This will be the topic for our next discussion.
Hence, the question begs, how do we get the vast majority of people in your organization to be like this small group? I believe before we go out and start putting in place checks and measures or change our compensation and benefits systems, we need to first understand how it works, motivation that is, on people.
If we were to categorize motivation, I suggest looking at it from four-quadrants. If you take a piece of paper and draw a big box and further divide that big box into four smaller boxes, you would name quadrant one (top left hand corner box): (external - away); quadrant two (top right hand corner box): (external - towards); quadrant three (lower left hand corner box): (internal - away); and quadrant four (lower right hand corner box): (internal - towards).
Now, let us examine each quadrant. For quadrant one - externally motivated away, it would be situations where one is afraid of external forces from happening and hence wants to avoid it. It could be, one is afraid that he might be fired if he fails to perform at work and hence does his best to avoid that from happening.
Quadrant two - externally motivated towards, it could be situations such as one is motivated by that promotion and hence does his best to gain that promotion.
Quadrant three - internally motivated away, could be when one believes that he should perform to the best of his ability or otherwise they may see themselves as irresponsible people and because they do not want to be associated with being such, hence they will do their work to the best of their abilities.
Quadrant four - internally motivated towards is where one believes that he is a responsible person and hence wants to live up to their identity so, they will do their work to the best of their abilities.
Now, the time is some people believe that being motivated away is not good, whether internally or externally, because once they found out that, for instance, as long as they do their best (whatever their best may be and that in itself is subjective) they will never call themselves irresponsible (internally) or that they know that they cannot be fired no matter what they do (externally), they will continue into their current state. While that is true in itself, as an organization we will have to organise our resources in such a way that it will deliver the desired results.
That is why, in any organization (good ones that is), there will be rules and regulations (external - motivated away) and rewards and recognition schemes (external - motivated towards). Hence, the organization is creating an environment that either supports, encourages, or acknowledges these desired behaviors or it will have policies that govern how individuals should behave or suffer the consequences.
However, while these systems and processes are good, there cannot be too many rules and regulations or it will be too stifling an environment nor can it be too relaxed where everyone gets away with anything. Alternatively, there cannot be an ever increasing numbers of reward schemes or recognition platforms as it is not sustainable.
Hence, designing such systems and processes is not only an art, not a science; it should also be formulated in such a way that people find it too stifling or too relaxed.
Therefore the solution is to really identify the internally motivational sources of each individual and work with them accordingly. This will be the topic for our next discussion.
Thursday, November 06, 2008
Change - We Need It
Many decades from now, we will be discussing at the dinner table, about these chain of events that we are witnessing right now.
Let's face it, the world is currently going through a systemic change that have caught some of us by surprise. We might not have anticipated the collapse of Lehman Brothers, or the successful bid for presidency by Barack Obama, or that Lewis Hamilton will be the youngest black driver to emerge an F1 champion.
Sometime back, if you were to ask me what is a constant, I would have responded "change", like everybody else. Well, for a fact, I have always subscribed to that point of view that while change is necessary, it should not be change for change sake.
Change, can however be stressful for many people, as change is something that is out of our circle of influence. Of course when we try to control something that is outside our circle of influence it inevitably cause us stress. If in doubt, try controlling your teenage children. Certainly you can try, using threats, bribes, or even your authority; you may win the battle but lose the war. In other words, you may succeed in getting them to do what you want, but that relationship is strained. Same goes for supervisor-supervisee relationships.
Change, can also be fun, exciting, and even rewarding for others. That happens when they choose, rightfully, to control their own attitudes and actions towards change. In other words, they choose to embrace the changes and respond to that, based on their Triple A approach; attitudes, abilities, and actions. However, even for this group of individuals they are only responding to the changes, or in a word, reactive. They watch things happen and then choose their Triple A approach and respond to it.
How one can really benefit from change is to first accept the fact that change is a constant, change is here to stay, and change will be a part of our lives. Following that, one can also anticipate the change; then choose your Triple A approach to it.
Finally, there is also a small group of individuals who not only anticipate, but 'make' 'change' happen. For this small group change can be really rewarding, not necessarily only financially but also rewarding in terms of relationships, achievements, emotionally, and spiritually.
How can you and I be part of this small group of individuals, so that only can we embrace changes, anticipate changes, but also create changes? I believe, to do so, we need to embrace another constant in life, and that constant comprises of a list of principles.
Before we discuss in details what are these principles, let us first get an understanding of what are principles. Principles are essentially natural laws. In other words, these principles apply to you and I, whether we choose to acknowledge them, work against them, or even ignore them (at your own peril).
An example would be gravity. You can acknowledge it or ignore it; it will still work on you; unless you are not standing on this planet. You can choose to ignore it, and maintain that attitude that gravity has no effect on you by walking out of the window of a high rise building, only to realise too late that, no one on earth escapes from the pull of gravity. Looking at it from a different angle, natural laws or principles have consequences that you cannot ignore.
As such, principles are the other constant in life that we cannot ignore. So, what might those principles be that can help us become part of that small group that only acknowledge change, but are the ones that make changes happen? We'll examine these principles in our next discussion.
Let's face it, the world is currently going through a systemic change that have caught some of us by surprise. We might not have anticipated the collapse of Lehman Brothers, or the successful bid for presidency by Barack Obama, or that Lewis Hamilton will be the youngest black driver to emerge an F1 champion.
Sometime back, if you were to ask me what is a constant, I would have responded "change", like everybody else. Well, for a fact, I have always subscribed to that point of view that while change is necessary, it should not be change for change sake.
Change, can however be stressful for many people, as change is something that is out of our circle of influence. Of course when we try to control something that is outside our circle of influence it inevitably cause us stress. If in doubt, try controlling your teenage children. Certainly you can try, using threats, bribes, or even your authority; you may win the battle but lose the war. In other words, you may succeed in getting them to do what you want, but that relationship is strained. Same goes for supervisor-supervisee relationships.
Change, can also be fun, exciting, and even rewarding for others. That happens when they choose, rightfully, to control their own attitudes and actions towards change. In other words, they choose to embrace the changes and respond to that, based on their Triple A approach; attitudes, abilities, and actions. However, even for this group of individuals they are only responding to the changes, or in a word, reactive. They watch things happen and then choose their Triple A approach and respond to it.
How one can really benefit from change is to first accept the fact that change is a constant, change is here to stay, and change will be a part of our lives. Following that, one can also anticipate the change; then choose your Triple A approach to it.
Finally, there is also a small group of individuals who not only anticipate, but 'make' 'change' happen. For this small group change can be really rewarding, not necessarily only financially but also rewarding in terms of relationships, achievements, emotionally, and spiritually.
How can you and I be part of this small group of individuals, so that only can we embrace changes, anticipate changes, but also create changes? I believe, to do so, we need to embrace another constant in life, and that constant comprises of a list of principles.
Before we discuss in details what are these principles, let us first get an understanding of what are principles. Principles are essentially natural laws. In other words, these principles apply to you and I, whether we choose to acknowledge them, work against them, or even ignore them (at your own peril).
An example would be gravity. You can acknowledge it or ignore it; it will still work on you; unless you are not standing on this planet. You can choose to ignore it, and maintain that attitude that gravity has no effect on you by walking out of the window of a high rise building, only to realise too late that, no one on earth escapes from the pull of gravity. Looking at it from a different angle, natural laws or principles have consequences that you cannot ignore.
As such, principles are the other constant in life that we cannot ignore. So, what might those principles be that can help us become part of that small group that only acknowledge change, but are the ones that make changes happen? We'll examine these principles in our next discussion.
Monday, November 03, 2008
MVV (Part II)
The "body-mind-heart" concept has been widely researched and discussed by many scholars over the last few decades. One of the recent offering presented was the "Hedgehog Concept", where Jim Collins talked about the 3 elements coming together.
He spoke about the need to have passion (heart) and talent (mind) for something that you do, and on top of that, there must be a market for it (body). Once you identify these three elements in your life, according to Collins, you will hit the sweet spot. I disagree.
Because I may have the passion for making lots of money (heart), with a unique talent (mind) for procuring drugs, which incidentally has a huge market for it (body). Now, where does that leaves me??
I believe that even with the body-mind-heart aligned, we will still need the 'spirit' to help us achieve a meaningful and purposeful goal. Or, in other words, with the 'spirit' in check, we will be able to be remembered for the right reasons; to leave a legacy.
One individual who has the body-mind-heart aligned and also left a long lasting memory, although not a good one, is Adolf Hitler. He had the skill, knowledge, and passion to eliminate the Jews and create a superior Aryan race was not only disastrous but also him being remembered for the wrong reasons.
Henceforth, we then propose looking at the body-mind-heart through a different lens, that of Engaged Mastery.
Body, we see it as self-discipline, for skills, for behaviors, and physical needs (such as compensation, extrinsic rewards and recognition).
For mind, we see it as the ability to envisage, hold a vision, the ability to imagine, to first create a goal in your mind, your knowledge, intellect.
And finally for heart, we call it rectitude, values, conscience, the moral compass, the true north, passion. Now, some of you might point out that the Hitler example does not hold, as Hitler does not have values. Hitler had values, criminals have values, the Mafia has values, the Mara Salvatrucha (MS-13) has values; it's just that their values are not aligned to the moral compass, the true north, in one word; rectitude.
So, what about in the organizational context where the body-mind-heart apply? I believe the heart represents the organization's values (as discussed above these refer to be values of rectitude). These values will then guide the staff of the organization of their 'body' or behaviors. In other words, the means to the end, which is the 'mind' or the 'vision' of the organization.
Every organizational values must be translated into behavioral activities to suggest what the staff will do, in order to meet its targets. For instance, a value of 'courage' can be translated into staff giving sincere and constructive feedback to their reports. Another example could be, to be able to take longer than usual to complete a project for a client, if it is in the best interest of the client, even when bosses are demanding faster turn around for projects.
As you can see, the same value of 'courage' can be interpreted differently for different individuals. And the reason why they are interpreted differently is beyond semantics. The reason is because each one of us have a different mindset due to social conditioning, experiences, or up-bringing. And to elaborate on 'mindset', it is essentially linked to our identity of who we are, what's our purpose (leave a legacy), what is our personal mission.
If we embodied the 'identity' of a warrior, then courage can mean defending our country (or feudal lords) with our lives. If our identity is that of a 'people developer', then courage can mean, giving honest but constructive feedback to our supervisees. And should we carry the identity of a 'sales person' paid entirely on commissions, courage can mean acquiring customers in an ethical manner, though it may be slower.
Therefore, it is important that organizations discuss and solicit the views of their staff, especially for global companies. As many of them across different cultures and generations will have differing interpretations. And these values must drive the behaviors (the body) of the staff. In other words, values, which are internal, must be translated into behaviors, which are observable. Only by doing so, the organization can then determine if the current behaviors of their staff is a manifestation of the core values of the organization.
Also, many people says, it is ability or capability that drives behaviors. Or put it simply, the reason why we do something is because we know how to. While this is the case for some cases, such as until we know how to swim do we venture to dive into the pool, it is not so in many cases.
One can say that we all have the 'ability' to murder another person. But the reason why we don't do it (or behave like Hitler) is because of our values. Hence, truly it is more of 'values' (heart) that drives behaviors (body).
Finally, in the context of the organization, the 'mind' is that of its vision. Where it want to be, the goals, targets, objectives it want to achieve. And to add to that, vision is not just some motherhood words put together to impress anyone. Instead, it should be to inspire everyone.
A vision (mind) tells us of where we want to go, the values (heart) determines the actions (body) in which we will take to achieve our vision. Only with these three in place and aligned to our mission (leave a legacy), will we be able to achieve enduring success that our customers not only trust but also respect us.
He spoke about the need to have passion (heart) and talent (mind) for something that you do, and on top of that, there must be a market for it (body). Once you identify these three elements in your life, according to Collins, you will hit the sweet spot. I disagree.
Because I may have the passion for making lots of money (heart), with a unique talent (mind) for procuring drugs, which incidentally has a huge market for it (body). Now, where does that leaves me??
I believe that even with the body-mind-heart aligned, we will still need the 'spirit' to help us achieve a meaningful and purposeful goal. Or, in other words, with the 'spirit' in check, we will be able to be remembered for the right reasons; to leave a legacy.
One individual who has the body-mind-heart aligned and also left a long lasting memory, although not a good one, is Adolf Hitler. He had the skill, knowledge, and passion to eliminate the Jews and create a superior Aryan race was not only disastrous but also him being remembered for the wrong reasons.
Henceforth, we then propose looking at the body-mind-heart through a different lens, that of Engaged Mastery.
Body, we see it as self-discipline, for skills, for behaviors, and physical needs (such as compensation, extrinsic rewards and recognition).
For mind, we see it as the ability to envisage, hold a vision, the ability to imagine, to first create a goal in your mind, your knowledge, intellect.
And finally for heart, we call it rectitude, values, conscience, the moral compass, the true north, passion. Now, some of you might point out that the Hitler example does not hold, as Hitler does not have values. Hitler had values, criminals have values, the Mafia has values, the Mara Salvatrucha (MS-13) has values; it's just that their values are not aligned to the moral compass, the true north, in one word; rectitude.
So, what about in the organizational context where the body-mind-heart apply? I believe the heart represents the organization's values (as discussed above these refer to be values of rectitude). These values will then guide the staff of the organization of their 'body' or behaviors. In other words, the means to the end, which is the 'mind' or the 'vision' of the organization.
Every organizational values must be translated into behavioral activities to suggest what the staff will do, in order to meet its targets. For instance, a value of 'courage' can be translated into staff giving sincere and constructive feedback to their reports. Another example could be, to be able to take longer than usual to complete a project for a client, if it is in the best interest of the client, even when bosses are demanding faster turn around for projects.
As you can see, the same value of 'courage' can be interpreted differently for different individuals. And the reason why they are interpreted differently is beyond semantics. The reason is because each one of us have a different mindset due to social conditioning, experiences, or up-bringing. And to elaborate on 'mindset', it is essentially linked to our identity of who we are, what's our purpose (leave a legacy), what is our personal mission.
If we embodied the 'identity' of a warrior, then courage can mean defending our country (or feudal lords) with our lives. If our identity is that of a 'people developer', then courage can mean, giving honest but constructive feedback to our supervisees. And should we carry the identity of a 'sales person' paid entirely on commissions, courage can mean acquiring customers in an ethical manner, though it may be slower.
Therefore, it is important that organizations discuss and solicit the views of their staff, especially for global companies. As many of them across different cultures and generations will have differing interpretations. And these values must drive the behaviors (the body) of the staff. In other words, values, which are internal, must be translated into behaviors, which are observable. Only by doing so, the organization can then determine if the current behaviors of their staff is a manifestation of the core values of the organization.
Also, many people says, it is ability or capability that drives behaviors. Or put it simply, the reason why we do something is because we know how to. While this is the case for some cases, such as until we know how to swim do we venture to dive into the pool, it is not so in many cases.
One can say that we all have the 'ability' to murder another person. But the reason why we don't do it (or behave like Hitler) is because of our values. Hence, truly it is more of 'values' (heart) that drives behaviors (body).
Finally, in the context of the organization, the 'mind' is that of its vision. Where it want to be, the goals, targets, objectives it want to achieve. And to add to that, vision is not just some motherhood words put together to impress anyone. Instead, it should be to inspire everyone.
A vision (mind) tells us of where we want to go, the values (heart) determines the actions (body) in which we will take to achieve our vision. Only with these three in place and aligned to our mission (leave a legacy), will we be able to achieve enduring success that our customers not only trust but also respect us.
MVV (Part I)
It is the time of the year again. Time when many schools are now going into the review of their activities in the last 10 months and also a time of reflection.
During this time is also when schools will revisit their mission, vision, and values.
Today, we'll discuss why a clearly defined mission, vision, and values are important not only for any organization but also for individuals.
Firstly, let's talk a little about mission, vision, and values (MVV) from an individual's perspective. Before we can discuss this, we will need to understand that we must always work at all four-levels of a person. Working at just one or two levels will create an unbalanced life, hence the need to work at all four-levels is to enable one to look at a person in a holistic fashion.
So what exactly are the four-levels? They are body-mind-heart-spirit. According to the Principles of Engaged Mastery, these four-levels are self-discipline, vision, rectitude, and leave a legacy. In Covey's language, they are the 4Ls; live, learn, love, and leave a legacy.
Why all four-levels? Let's say, you only focus on the 'heart', and all you do is just to be a good person, someone with the right character, if you'd like, but without the skills (body), knowledge (mind), and purpose (leave a legacy); you will just remain a good person. But others may not entrust you with an important task, even though they know of your good intentions, but you just don't have the skills or knowledge to allow you to complete the task.
Similar examples can be presented for the other aspects, but for economic reasons, we'll just leave it at the example above.
So, how does it link to MVV? And besides, MVV is three factors, but here we're talking about four-levels? Reasons follow immediately.
Mission, at the individual level, is linked to "leave a legacy" or purpose in life. Basically, we're talking about why do we exist. What's God's reason for putting us here on earth. We, I believe, are all here for a purpose, whether you believe it or not, we do have a reason for our existence. The reason may not be obvious but it is there. It can be as simple as to be here to bring up my children to be good and responsible people (for a mom) or it can be as huge as eradicating poverty (for Mother Teresa).
The reason must be uncovered. It will reveal itself to you, but you must do the work of uncovering it. Without this purpose, we'll basically just live day-to-day and then wonder what happened?
In the context of an organization, the purpose of the organization's existence can be found in its mission statement. So for those of us who are serious about this, know that a mission statement is not some lofty words we put up to impress our staff, stakeholders, investors, or customers.
In the private sector context some people think businesses exist to make money. Its like we live to eat (as opposed to 'eat to live'). True, when there's no margin, there's no mission. No matter how good your intentions are (just like the examples we discussed above), without a strong offering and a sound strategy, you will be out of business in no time. But making profits being the only purpose can be disastrous, for everyone.
Unless, we follow the Japanese, as Mr Inamori mentioned that profits, in Japanese kanji characters mean "mouke", which is made up of two others, "shinjiru" meaning "to trust" and "mono" meaning "people". I found this to be really interesting as it offers us a different perspective about "profits". He said that, the more customers can trust us, the more business we'll have. Having said that, he believes that it should be more than trust. The business must earn customers' respect.
And to be able to earn customers' respect, we'll need to look at the other three areas of 'body-mind-heart' at both the individual and organizational perspectives.
Till then, let us reflect, today, on our 'mission' in life, what is our purpose and how do we want to 'leave a legacy'.
During this time is also when schools will revisit their mission, vision, and values.
Today, we'll discuss why a clearly defined mission, vision, and values are important not only for any organization but also for individuals.
Firstly, let's talk a little about mission, vision, and values (MVV) from an individual's perspective. Before we can discuss this, we will need to understand that we must always work at all four-levels of a person. Working at just one or two levels will create an unbalanced life, hence the need to work at all four-levels is to enable one to look at a person in a holistic fashion.
So what exactly are the four-levels? They are body-mind-heart-spirit. According to the Principles of Engaged Mastery, these four-levels are self-discipline, vision, rectitude, and leave a legacy. In Covey's language, they are the 4Ls; live, learn, love, and leave a legacy.
Why all four-levels? Let's say, you only focus on the 'heart', and all you do is just to be a good person, someone with the right character, if you'd like, but without the skills (body), knowledge (mind), and purpose (leave a legacy); you will just remain a good person. But others may not entrust you with an important task, even though they know of your good intentions, but you just don't have the skills or knowledge to allow you to complete the task.
Similar examples can be presented for the other aspects, but for economic reasons, we'll just leave it at the example above.
So, how does it link to MVV? And besides, MVV is three factors, but here we're talking about four-levels? Reasons follow immediately.
Mission, at the individual level, is linked to "leave a legacy" or purpose in life. Basically, we're talking about why do we exist. What's God's reason for putting us here on earth. We, I believe, are all here for a purpose, whether you believe it or not, we do have a reason for our existence. The reason may not be obvious but it is there. It can be as simple as to be here to bring up my children to be good and responsible people (for a mom) or it can be as huge as eradicating poverty (for Mother Teresa).
The reason must be uncovered. It will reveal itself to you, but you must do the work of uncovering it. Without this purpose, we'll basically just live day-to-day and then wonder what happened?
In the context of an organization, the purpose of the organization's existence can be found in its mission statement. So for those of us who are serious about this, know that a mission statement is not some lofty words we put up to impress our staff, stakeholders, investors, or customers.
In the private sector context some people think businesses exist to make money. Its like we live to eat (as opposed to 'eat to live'). True, when there's no margin, there's no mission. No matter how good your intentions are (just like the examples we discussed above), without a strong offering and a sound strategy, you will be out of business in no time. But making profits being the only purpose can be disastrous, for everyone.
Unless, we follow the Japanese, as Mr Inamori mentioned that profits, in Japanese kanji characters mean "mouke", which is made up of two others, "shinjiru" meaning "to trust" and "mono" meaning "people". I found this to be really interesting as it offers us a different perspective about "profits". He said that, the more customers can trust us, the more business we'll have. Having said that, he believes that it should be more than trust. The business must earn customers' respect.
And to be able to earn customers' respect, we'll need to look at the other three areas of 'body-mind-heart' at both the individual and organizational perspectives.
Till then, let us reflect, today, on our 'mission' in life, what is our purpose and how do we want to 'leave a legacy'.
Sunday, November 02, 2008
What's with a Brand?
What comes to mind when you think of hamburgers, sports apparel, diapers, tissue papers, and luxury leather goods? Your answers might very well be; McDonald's, Nike, Huggies, Kleenex, and Louis Vuitton.
These are essentially brands that we are all familiar with. Also, we do pay a premium for these products as well. So what is it with 'brands'?
Well, for a start, brands represent quality that we can trust. For instance, McDonald's around the world taste somewhat the same. Hence, whether we order a Big Mac in New Zealand, China, or Malaysia; we are certain that the taste and quality would not differ by much.
On the same note, we pay a premium for a Louis Vuitton bag because it communicates a sense of quality, class, and, in some parts of the world; status symbols.
Why does Nike pay Tiger Woods huge sums of money to wear its clothes and use its clubs? Because Nike understands that Tiger Woods, being the world-renowned golfer, wins at most competitions he played. Hence, viewers of those golf tournaments will associate Tiger Woods with winning, and hence will also associate what he wears with the feel-good feeling of 'winning'. Therefore, you and I will pick up a Nike apparel because we want to also be associate with this feel-good feelings.
In other words, brands facilitate the manner in which we do business with them. For a brand that we trust, as in the case of McDonald's, we can order a Big Mac overseas without much hesitation because we know the quality of the food. For a brand that we associate good feelings with, we almost always choose that brand like in the case of Nike and sports.
And because of the trust we have in the brands, we do business with them faster, we will also do business with them more, we are likely to also recommend them to our friends, we would mind less when paying more for its products, and finally, we also feel good doing business with them.
Just like products, I believe that individuals can also benefit from branding. Especially in this new economy, where individuals have more choices available to them now more so than any time in history, the individual who are able to successfully brand themselves in a manner that others trust, they will find, just like we mentioned above, people would want do business with them more, people would spend less time thinking about whether or not to do business with them, people are also likely to recommend them to their friends, and even if people had to pay them more for their services, they might mind less, and finally, people also feel good doing business with them.
Before we talk about how should one go about branding ourselves, let's look at some critical elements about branding.
First, for a brand to be trusted, it must deliver the value that it promised consistently. That is one of the reasons why companies that understands the worth of their brands will do anything to defend it.
Second, for a brand to have enduring success, it must stay relevant. For instance, in the early days of cellular phones, people would go for a Motorola. But these days, Motorola is finding itself having to fight for its survival in the cellular phone market.
Third, for a brand to be associated with feel-good emotions, it must understand the concept of conditioning. What it means is that, consumers must be able to link the brand to a certain positive emotion automatically.
Finally, for a brand to be able to command a premium for its products, even where the competition offers a lower price, it must be respected. In other words, you value the worth of the brand.
Next, we will discuss how individuals can use these same steps to brand themselves so that they can enjoy enduring success in this new economy.
These are essentially brands that we are all familiar with. Also, we do pay a premium for these products as well. So what is it with 'brands'?
Well, for a start, brands represent quality that we can trust. For instance, McDonald's around the world taste somewhat the same. Hence, whether we order a Big Mac in New Zealand, China, or Malaysia; we are certain that the taste and quality would not differ by much.
On the same note, we pay a premium for a Louis Vuitton bag because it communicates a sense of quality, class, and, in some parts of the world; status symbols.
Why does Nike pay Tiger Woods huge sums of money to wear its clothes and use its clubs? Because Nike understands that Tiger Woods, being the world-renowned golfer, wins at most competitions he played. Hence, viewers of those golf tournaments will associate Tiger Woods with winning, and hence will also associate what he wears with the feel-good feeling of 'winning'. Therefore, you and I will pick up a Nike apparel because we want to also be associate with this feel-good feelings.
In other words, brands facilitate the manner in which we do business with them. For a brand that we trust, as in the case of McDonald's, we can order a Big Mac overseas without much hesitation because we know the quality of the food. For a brand that we associate good feelings with, we almost always choose that brand like in the case of Nike and sports.
And because of the trust we have in the brands, we do business with them faster, we will also do business with them more, we are likely to also recommend them to our friends, we would mind less when paying more for its products, and finally, we also feel good doing business with them.
Just like products, I believe that individuals can also benefit from branding. Especially in this new economy, where individuals have more choices available to them now more so than any time in history, the individual who are able to successfully brand themselves in a manner that others trust, they will find, just like we mentioned above, people would want do business with them more, people would spend less time thinking about whether or not to do business with them, people are also likely to recommend them to their friends, and even if people had to pay them more for their services, they might mind less, and finally, people also feel good doing business with them.
Before we talk about how should one go about branding ourselves, let's look at some critical elements about branding.
First, for a brand to be trusted, it must deliver the value that it promised consistently. That is one of the reasons why companies that understands the worth of their brands will do anything to defend it.
Second, for a brand to have enduring success, it must stay relevant. For instance, in the early days of cellular phones, people would go for a Motorola. But these days, Motorola is finding itself having to fight for its survival in the cellular phone market.
Third, for a brand to be associated with feel-good emotions, it must understand the concept of conditioning. What it means is that, consumers must be able to link the brand to a certain positive emotion automatically.
Finally, for a brand to be able to command a premium for its products, even where the competition offers a lower price, it must be respected. In other words, you value the worth of the brand.
Next, we will discuss how individuals can use these same steps to brand themselves so that they can enjoy enduring success in this new economy.
Saturday, November 01, 2008
Triple A
Often times, the response I get from the teachers we interact with, about what's really an important element they look out for in a high potential candidate; one common answer is "attitude".
According to the Princeton definition of "attitude", it is a complex mental state involving beliefs and feelings and values and disposition to act in certain ways.
While attitude is important, if not critical, I believe that there are also other factors involved. Because one can have a positive attitude towards certain things and still get it very wrong. For instance, I was once asked, why is it that there are people who have the right attitude but we still do not entrust them with certain tasks? I'm sure if you have been a manager before, you would have had a similar experience.
This, I believe, is because in any endeavor, we must adopt a Triple A approach, which is Attitude, Ability, and Actions. While attitude tops the list, because we need to have the right values, the right mindset, right habits; we'd also need to have the right ability and take the right actions.
To illustrate, identifying the right abilities is crucial as otherwise, we will always be using the same technique or tool for every problem. Additionally, the right actions are also just as critical. It doesn't matter what your attitude and/or abilities are, but if you take the wrong actions (running east looking for a sunset) it will never allow you to reach your goal.
So, how do we identify the right attitude, ability, and actions?
According to the Princeton definition of "attitude", it is a complex mental state involving beliefs and feelings and values and disposition to act in certain ways.
While attitude is important, if not critical, I believe that there are also other factors involved. Because one can have a positive attitude towards certain things and still get it very wrong. For instance, I was once asked, why is it that there are people who have the right attitude but we still do not entrust them with certain tasks? I'm sure if you have been a manager before, you would have had a similar experience.
This, I believe, is because in any endeavor, we must adopt a Triple A approach, which is Attitude, Ability, and Actions. While attitude tops the list, because we need to have the right values, the right mindset, right habits; we'd also need to have the right ability and take the right actions.
To illustrate, identifying the right abilities is crucial as otherwise, we will always be using the same technique or tool for every problem. Additionally, the right actions are also just as critical. It doesn't matter what your attitude and/or abilities are, but if you take the wrong actions (running east looking for a sunset) it will never allow you to reach your goal.
So, how do we identify the right attitude, ability, and actions?
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