Character First the Magazine

Looking for the Right Answers

Tue, 15 May 2012 00:00:00 -0500

In his book, How We Decide, Jonah Lehrer describes similar studies in which two groups were asked to pick out the best car. One group was asked to make their decision intuitively, and the other group was asked to make an analytical decision.

First, participants were asked to make their decision by comparing four pieces of information about each car, and those who approached the question analytically did relatively better. But when they were asked to decide based on twelve pieces of information about each car, the intuitive group did better.

Lehrer says, “The moral of this research is clear…Use your conscious mind to acquire all the information you need for making a decision. But...go on holiday while your unconscious mind digests it. Whatever your intuition then tells you is almost certainly going to be the best choice.”

Every Assumption Is Important

Just as it takes many bricks to construct a building, your beliefs about life form the building blocks of your decisions.

If most of your assumptions are true, you will probably make better decisions. If you believe others should be treated the way you want to be treated, you will try to find the owner of the wallet you find in a grocery store aisle. If you believed Bernie Madoff was an honest businessman, you probably lost money.

Every Decision Has a Consequence

Sometimes decisions affect just one person, but they usually affect many. Sometimes consequences take place immediately; other times they are not felt for years.

Most of the time, you won’t know the consequences when you make a decision. However, nature illustrates and experience teaches you will reap what you sow.

Every Decision Involves Trade-offs

Sometimes we call them sacrifices, but to pursue one goal automatically means rejecting others. Walking in the front door means you can’t simultaneously walk in the back door. Marrying one person means not marrying everyone else. Accepting one job offer means declining others.

Wisdom is evaluating your options, getting good advice, and making the best decision possible with the information you have.

As you make decisions, consider your assumptions, and then use the clarity of hindsight to examine whether your beliefs were true. Then you can change how you make the next decision.

Hey Mom... Watch This!

Wed, 09 May 2012 00:00:00 -0500

After finishing dinner on the back porch, my 2-year old son grabbed his bowl and brought it into the house. “Look mommy!” he said. “I’m being responsible!”

What’s remarkable is we never told Elliot that cleaning up after dinner was being responsible, and we never had a formal “lesson” on responsibility. All I remember is thanking Elliot for putting away his toys the day before. I said, “Thank you for putting away your toys. That’s being responsible.” Apparently, he got it.

Praising children is a concrete way to teach them what’s good and acceptable. It gives them real-time, real-life feedback that they’re on the right track.

Praising children also fills a basic human need for significance and approval. And if they don’t get it from you, they will likely search for it elsewhere.

Celebrate the right things, because you tend to get more of what you praise. If you frequently compliment how others look, don’t be surprised if your child becomes obsessed with appearances. If professional sports excite you, there’s a good chance your kids will want to play on a team. If academics are your greatest concern, your children will likely feel extra pressure to perform.

Look beyond the surface. Instead of focusing on appearance, talk about orderliness. Talk about initiative and diligence, which will improve one’s game and future employment. Discuss studying and learning and being honest on exams.

Praising someone’s character values who they are, not just what they do. Saying, “I admire your thoroughness,” penetrates deeper than saying, “Good job sweeping the floor.” Would you rather be known as a “good floor-sweeper” or someone who is thorough?

Be specific about what you praise. Don’t generalize by saying, “You’re such a good boy,” or compare with others by saying, “You’re the most diligent person I know.” Connect your praise to real events so it’s not artificial or unmerited.

Take every opportunity to express appreciation. Don’t wait until someone retires or dies (which isn’t all that helpful). Use birthdays, graduations, holidays, and the countless moments in between to express your admiration.

The Wisdom of Humility

Tue, 08 May 2012 00:00:00 -0500

“I think you’re over-thinking this.”

I was driving somewhere, and my sister was riding shotgun. The rest of the discussion has faded from memory, but I remember this moment.

And she was right. My arguments failed to recognize the two or three most important things.

Sorting out thorny issues requires wisdom, but there are different opinions even about what wisdom is. In his book Think and Grow Rich, Napoleon Hill explains wisdom as a sixth sense a person can develop, allowing him or her to receive flashes of inspiration.

The Character First definition emphasizes a person’s ability to put what is true into practice or to see connections between “character issues” and behavior.

When I think of what is wise in a common everyday way, it also involves what I believe and the way I figure it out. That sounds like a lot, but it’s not that complicated in real life.

For example, when deciding what to eat for lunch, we admire someone who has the self-discipline to eat a salad, even a hearty salad. This person values daily decisions. He or she appears well informed about the affect of diet on health. Perhaps this person even has the humility to defer to the wishes of a doctor or spouse.

It takes more than knowledge and more than intelligence to learn from others. It takes humility to assume that others might know something I don’t know. It takes humility to change something I’m doing because I trust someone else’s perspective, even if I can’t see exactly what they are saying.

On the other hand, we have trouble taking someone seriously who argues—against the evidence—that eating junk food doesn’t affect one’s health. We all know daily decisions add up, and we wouldn’t admire someone who ignored his or her doctors or loved ones.

In the film and book, The Princess Bride, Vizzini the Sicilian imagines himself a great mind, able to “predict the truth using logic and wisdom.” But when he is pursued by the Dread Pirate Roberts, the “inconceivable” begins to happen with alarming regularity. At least it should have alarmed him—and then maybe he would have survived to further complicate the plot.

But as it turns out, in his final battle of wits, Vizzini didn’t consider the possibility Roberts was immune to the deadly iocane powder.

Sometimes the wisest course is to recognize what we don’t know. Sometimes even our little sisters can see things we have overlooked.

Culture and Character

Tue, 01 May 2012 00:00:00 -0500

Folks from several Character First organizations talk about their vision for building and maintaining workplaces of character.

Sequoyah

Wed, 25 Apr 2012 00:00:00 -0500

Sequoyah served under General Andrew Jackson in the war of 1812, and after the war, he began work on the Cherokee writing system for which he is now famous.

His started creating symbols for whole words and eventually arrived at a system of 85 symbols representing sounds. His neighbors didn’t understand him, and his wife is reported to have destroyed his work at one point, but he persevered, and in 1821, Sequoyah and his daughter, Ah-yoka, unveiled his syllabary and opened the door to literacy for thousands of his people.

We think of achievement in terms of the mountaintop, and it’s easy to become discouraged when all we seem to experience is the hard work it takes to get there.

How can you find joy and meaning in the process?

What makes your goals worth pursuing, even if you never receive the recognition others might achieve?

5 Steps for Achieving Your Goals

Tue, 24 Apr 2012 00:00:00 -0500

We dream of achieving something great, contributing to others, living a life that is meaningful, winning at whatever we do. All too often, however, these ideals remain just dreams. The goals we created with such enthusiasm at the start of the year can quickly fade, and disappointment and frustration take their place.

It’s easy to sabotage our goals. Perhaps we tell ourselves that it’s too hard, we’ll start later, or they are beyond our abilities. Perhaps we can’t decide what our goals should be, or we give up too easily. There are many ways we hinder our development.

Here’s a news flash: If you are thinking, “That’s never worked for me, I’ll never beat my budgets, I have a new team, the place is a mess, our culture is terrible, people just don’t seem to care,” you can change these things.

Instead of thinking negatively, simply say to yourself, “What can I do to achieve this goal?” Put these five steps into action right now to accelerate what you can accomplish:

Purpose
Your goal must kick-start your heart and stir your passion! It must matter profoundly to you. If it doesn’t, you’ll find every reason not to achieve it. Don’t be distracted by other things you want to do. One powerful goal at a time, with all your team on the same page, leads to faster achievement.

Pen
Goals need to be written down to unleash their real power. Until you have put pen to paper, the goal remains a dream that floats around lacking clarity, vision, and purpose. Keep that paper under your nose, and visualize your success.

Plan
Break this down into a daily 30-minute, step-by-step plan. Fit in short, achievable bursts rather than waiting for that spare four hours. Planned, disciplined action every day creates momentum and adds up to a big difference.

Prioritize
What behaviors will you change in order to make time for your goals? Can you delegate more, start work earlier, ask for help, or get tough tasks over quickly? Remember the advice from Mark Twain: “If it’s your job to eat a frog, it’s best to do it first thing in the morning.”

Persist
There will be challenges and derailments. The day-to-day distractions of life will push your goal to the side. Persist. Don’t make excuses. Don’t procrastinate. Your goal matters, so stay with it.

The Inspiration of the Determined

Tue, 17 Apr 2012 00:00:00 -0500

People who demonstrate the character quality of determination inspire me. Whether it is the construction worker who arrives at work before the sun rises to keep the project on schedule, the spouse of a soldier who keeps the family together while his or her loved one is away, or the factory worker who keeps a good attitude although there is discussion of layoffs, they are all a source of inspiration.

For many people, the determination they exercise is in direct proportion to the importance they place on their work. Often, that level of importance is based upon external factors. Individuals are afraid they will lose their jobs, and they work hard enough to not lose their jobs but not hard enough to inspire others. In some cases, people only do a good job if they believe not doing so will cause additional stress. In those environments, it is common to hear statements such as, “Make sure you do a great job on this one. This is for our biggest client. It has to be done right.” I understand the sentiment and have worked in environments like these.

When I think of the people who are the most inspiring, they were determined to do a great job, regardless of their situation. They approached work—and life—with a purposeful determination. Their determination was an inner drive that was not dependent upon the attitudes of others.

Recently, I spent an afternoon with the employees of a state agency. The purpose was to provide individualized coaching for employees interested in establishing their personal and professional goals for the coming year. One person after another described who they wanted to be and how others had shaped their perspectives. Some described growing up on farms where life was tough and everyone worked long hours; others described the legacy they inherited from a parent who worked two or three jobs in the city so they could have a better life.

One woman told me her goal was to finish 30 years of service with one employer. I asked her why, and she said it was a goal shared in her family for generations. She saw her father work for 30 years in one place, and she admired him.

I asked her how many years she had left until she reached year 30, and she replied, “Nineteen,” but with budget cuts and advances in technology, she was worried her position was going to be eliminated.

I asked how she was keeping focused. She said, “I can’t control all of those things. I just need to do my job well and keep a positive attitude.”

We are guaranteed few things in life, and a job is not one of them. With that said, with an attitude like hers, I am confident she will succeed. People with determination find a way. That’s why they inspire us all.

How determined are you?

Wed, 11 Apr 2012 00:00:00 -0500

In high school, I had the opportunity to audition for a regional choir group, and if accepted, the chance to tour and perform throughout Europe. I was fortunate to be chosen and then the months of preparation, rehearsing and planning began. My focus was the Europe trip, no matter what hurdles might attempt to slow me down. Extra social activities and school events were crossed off my list. My parents were sacrificing a great deal to make this happen, therefore, I sacrificed the senior class trip and more, to tour with the chorale group. I knew it was the right thing to do. The trip was life-changing and the lessons learned along the way priceless.

Determination is woven from the cloth of decision and discipline. Be willing to reduce distractions in order to complete each task. Take a hard look at the goals set before you.

Are they right for you?

Is this the right time to go after them?

What steps do you need to take to face the opposition?

Apply determination to your own life at work, home and in your community service.

It takes Relationships to be Determined

Tue, 10 Apr 2012 00:00:00 -0500

Some days I need someone to listen… and maybe to tell me my rationalizations don’t make sense. Whether you’re trying to stay on a diet, overcome a bad temper, or just exercise more often, you can probably relate.

Find others who can help you stay on track. Many think of these relationships primarily as accountability, but it is perhaps even more important to have camaraderie. You do not need other people because you have challenges; you need other people because you are human.

Find someone who will have the courage to tell you when you are straying off course and who will help you rather than condemn you when you reach out for help. Sometimes professional counselors can fill this role; sometimes friends or family members can help.

Transparency is key. Give these trusted individuals permission to ask you the hard questions, and tell them the truth. Stop lying to yourself and blaming other people. It’s healthier to admit your failures than to cover them up, and if you aren’t honest with those who care about you, they can’t help you.

Be aware of your weaknesses, and get out of compromising situations. Some struggle with alcohol or drugs; some try to cope with disappointment by escaping into a television show; some get in the habit of taking it out on their families. Don’t keep a stash of alcohol or drugs; recognize how your desire to escape can end up costing you time with family; and deal with your anger issues so that you can love family members the way you need to.

When you’re tired or discouraged, it is harder to be strong. So reach out for help, and make sure you get the rest you need.

Get your focus off of yourself. Give an old friend a call. If you find yourself becoming discouraged, find someone to invest in. Volunteer at a community center, work on a family project, or go to a recovery support group. If you used to start partying on Friday night, find something to do or some good friends to spend the evening with. Start building good habits to replace negative ones.

Don’t give up. We have only the present in which to make choices.

Take One Step at a Time

Tue, 03 Apr 2012 00:00:00 -0500

Life is a little bit like running. When you first start a project or set out to achieve a goal, you have to overcome the inertia to get started. Then, once you’ve gotten warmed up, you’re relatively energized, and you’re happy to be alive. And then sometime before you reach the end of your run—or your project—there’s a moment when you’re not sure of the outcome, and all you can do is put one wobbly foot ahead of the other.

Think about some of your goals and where you fit in the following process.

Get started. If you don’t have a job, find something to do, and give it your best effort. If your current job doesn’t make the best use of your skills, carve out some time to sharpen your skills, take additional classes, or otherwise prepare for your next job.

Set clear objectives. The clearer your purpose, the better you can make the tough decisions. If you don’t have a good reason to get up at 5:00 a.m. and run a few miles, it’s going to be that much harder to get out of bed.

Take the next step. Break the goal into achievable steps, take one step today, take satisfaction in that one step, and use it as motivation to take the next step tomorrow. If you don’t have a clear set of daily objectives, you’ll have a hard time getting through the daily distractions.

Learn to say “no” in order to achieve a higher priority. This will require some tough choices. You might quit watching your favorite television program in order to take a class so that you’ll be eligible for a promotion. Or you might pass up a promotion in order to keep your kids in a school where they’re succeeding.

Keep going. If you’re doing something worthwhile and you care about excellence, you will sometimes doubt your ability. Progress is less about what you “can” do and more about doing what needs to be done and how you do it to the best of your ability.

Get some rest. You build strength and endurance working hard and then taking time to recover. So make sure you get enough sleep, eat right, and get some exercise. Try focusing for 90 minutes, take a short break, and get back to work.

Do not lose hope when progress is slow or when things don’t turn out the way you expected. Determination is less about crossing the finish line and more about doing the hard work it takes to get there.

Building a Culture of Compassion

Wed, 28 Mar 2012 00:00:00 -0500

Although sometimes it may feel that work is simply about making money, most of us want more than just a paycheck. We want a place to work where we have opportunity to earn a living while working with others who genuinely appreciate our contributions to the team.

Often, when organizations are on the decline, they lose their personal touch. Instead of being places where a good work ethic is valued and respected, these organizations become places where cynicism and negativity rule. In time, such organizations will die. People will not continue investing themselves in a place where they feel devalued.

Every organization includes a complex network of relationships, and the health of those relationships determines the health of the organization. Leadership involves being purposefully engaged in the lives of others.

This is why compassion is essential to organizational health. Compassion restores faith in humanity because it restores dignity and establishes a tone of respect. Leaders who show compassion are more likely to reduce workplace tension, resolve conflict, and heal the hurts that come with life.

I have found compassion is often the by-product of awareness. When we are more aware of others, we are typically more willing to show compassion. Do you want to work somewhere where people don’t express compassion to others? It is worth examining the path you are currently headed down.

Restoring a sense of compassion in your organization is an important step toward cultivating a culture where people respect and appreciate one another. Whether the compassion you show is working together on a community project, assisting a coworker rebuild a home after a fire, or listening to a customer who is going through a rough time, it is worth the time and effort.

Leadership tips:

We often think of compassion as something for special occasions, such as holidays, right after a tragedy, or while working on a charity project. But compassion is also a leadership characteristic.

The last time someone became sick or something else went wrong at work, was your first thought for the people or the project? How would you expect your response to affect your coworkers?
How do the power dynamics in your workplace affect how well you relate to others? You might not think you're intimidating, but if you have supervisory responsibility, your words and actions will be magnified in your colleagues' minds.
How can you create "water cooler moments" where low-pressure communication about work—and life—can happen?

Making More than Money

Tue, 27 Mar 2012 00:00:00 -0500

Some think capitalism is a cold-hearted realm where business leaders ruthlessly use up and dispose of workers in pursuit of the almighty dollar. NBC’s show The Apprentice certainly fosters that image. But I don’t believe that is a fair image for most business leaders.

John D. Rockefeller and Andrew Carnegie are known not only for the incredible wealth they earned during the late 1800s but also for sharing their good fortune with countless others. Rockefeller turned his attention to promoting health, and his foundation funded the discovery of a cure for yellow fever. Mr. Carnegie became a proponent of education, and his influence is felt today in libraries and universities across America.

Philanthropy has also become the mantra of this generation. For instance, the Bill Gates family and Warren Buffett have joined forces to ask other billionaires to give half their money to charity. The effect they could have on issues such as children’s health is mindboggling!

But, what if you’re not the owner of a big company and don’t have a million bucks lying around? Is there a way to demonstrate compassion in the corporate world? Yes!

Start with civility. A common temptation is to listen to gossip, especially if it is about your competitor. Business guru Tom Peters encourages his employees and colleagues to be thoughtful and respectful toward “enemies” as well as friends.

Some companies allow employees to contribute the cash value of unused timeoff to charities or to coworkers who are suffering severe set-backs.

On a more typical scale, calling a friend who has experienced a life challenge or illness can be an uplifting experience. In fact, one of the most significant stories I have heard involved employees checking on a colleague who failed to show up for work. Their compassionate actions helped a woman and her child escape from a domestic abuse situation.

Wise individuals have learned over the years that the true standard of success involves more than making money. It requires personal sacrifice to serve the needs of others.

As the British author Lewis Carroll astutely observed, “One of the secrets of life is that all that is really worth the doing is what we do for others.”

Meeting Real Needs

Tue, 20 Mar 2012 00:00:00 -0500

We have had many family discussions in the car when we see people on the roadside with handmade cardboard signs. Our decision has been to give to the physical need—by taking food or beverages to them or referring them to an organization that can help.

What Motivates Compassion?

Many of us have our faith, family, or mentors to guide us. My grandparents and parents laid the foundation by teaching us to “do unto others as you would have done unto you.” This is not a guarantee that one will get ideal treatment. Instead it is a hope that possibly, someday, each person will treat everyone else with kindness and will receive kindness from others.

There are people suffering all around us. Many are in the cubicle or office space next to you, and we are not aware of their circumstances.

What Difference Can We Make?

Compassion is stopping to extend our hand to help lift someone out of the miry clay. Too many times we walk by saying, “That is so sad. I should donate more to charities this year. Maybe they can help the homeless.”

Compassion puts pricked hearts into action. Compassion drives us to find out what we can do to make a difference for someone—something to change their situation.

How Can We Show Compassion?

Donate your talents and time. Answer phones, cut hair, organize items for distribution, make blankets, or discover how to be a mentor or a tutor.
There may be someone in your office that is juggling errands and appointments without a vehicle. Offer to drive them where they need to go.
Plan a home-cooked meal or potluck lunch for coworkers or behind-the-scenes support staff. Bring take-away containers so people can share the meal with someone at home or a neighbor in need.
If you know someone is struggling with specific issues, offer to be an accountability partner. Chart milestones together, celebrate their victories, and help them regroup when they experience setbacks.
People are most vulnerable when the day is done. Start an after-work ball club or walking/running team.
Many families are struggling with addictions, loss, or disappointments. Can you be a source of encouragement or service? Be a willing and patient listener.

Compassion Demands Creativity

Fri, 16 Mar 2012 00:00:00 -0500

Ryan Groves is cofounder and president of Wishing Well, an organization dedicated to helping communities in the developing world develop sources of clean drinking water.

CFtM: Why did the lack of clean water matter to you? How did that issue develop in your mind and in the minds of the folks around you?

Ryan Groves: I first heard about the water crisis when I was a freshman…. The gravity of the suffering hit me like a ton of bricks. Eighty percent of all disease comes from unclean water. But what inspired me to move was the simplicity and power of the solution. It takes less than a dollar to give someone in the developing world clean water for a year….

CFtM: Could you tell us something about your background? Who was Ryan Groves before college, and what was driving him during his first couple of years in college?

Groves: …In fifth grade, I was diagnosed as severely dysgraphic. Writing was an enormous challenge for me, and something I didn’t begin to become proficient in until college. Many of my teachers never expected me to even graduate high-school.

From that experience, I began to identify three different types of people. There were those who believed I wasn’t trying hard enough and would punish me or force me to work harder. That didn’t work. There were some who knew I struggled, and so they bent rules and helped me slide by. I enjoyed this, but in the end I was only cheating myself. Then there were a select few individuals who realized I was different and called me to a higher purpose. Instead of giving me assignments, they taught me to chase dreams. For these people I would do anything. I didn’t know it then, but that’s when I first learned the significance of creativity.

Being a bit of an oddball—and with academics out of the question—I craved community. Nothing attracts an outsider like the idea of family. This led me to be extremely active in a lot of extra-curricular activities, especially my school’s campus ministry….

As a leader, I wanted my team to feel that same sense of community that I was longing for. I was creating the world I had always wanted for myself by giving it to others.

CFtM: As you thought about it, how did you arrive at the approach you have taken?

Groves: I’m not sure we’ve ever followed a specific model other than to dream something up and create it. The “what” is a very fluid concept. There will always be new strategies and ideas.

What matters is keeping a strong sense of your “why.” Having a deep sense of shared purpose gave us the courage to dream incredible things. We’ve put on art shows, concerts, and events across the nation. When I was a junior...we even bought camera gear and flew to Africa to film a documentary.

I guess you could say that my approach now is to try and share this same passion with others. If they catch fire like we did there’s no end to what we’re capable of.

CFtM: You list local partnership as one of the criteria for partner organizations. What does that mean? Why local?

Groves: Wishing Well talks a lot about creativity. We define creativity as the unique ability to dream something up and take the steps to make it happen—to conceptualize an idea and actually manifest it in the world around you….

Saying this, we need to be attentive to the creative potential of those in the developing world just as we are to those in our own society…. Rather than just dumping things on the developing world, we need to learn to partner with them. We need to give a hand up rather than a hand out. This includes giving clean water in new sustainable ways.

Currently, we work to create locally owned well-drilling businesses that can stand on their own feet. We work with groups like the Water4 Foundation and Living Water International to give them the tools they need to shape the world around them—creativity….

The people we invest in become leaders in their society. Every day that they go out and drill wells, they inspire others to take ownership of the problems and solutions around them….

CFtM: So could we say your “why” revolves more around the value of creative possibilities—in both the givers and the recipients—than a desire to solve a particular problem, such as the lack of clean water?

Groves: You could absolutely say that. Water is a great byproduct of our ultimate goal of loving and empowering people. We find if you do the latter the former will take care of itself.

It’s a constant struggle, and I don’t think I’ll ever be rid of it. It’s hard to avoid the temptation of finding significance in results—success or failure. Even in something as good as giving people clean water and saving lives….

How to recognize an employee for his or her character

Mon, 12 Mar 2012 00:00:00 -0500

He was about 6'4", 260 pounds, ponytail, tattoos, Harley t-shirt, leather jacket, and his nickname was “Bull.” His supervisor was recognizing him publicly for his seventeen years of service. As the supervisor told stories illustrating “Bull’s” willingness to change plans without getting upset, every onlooker saw “Bull” transform to a demeanor reminiscent of a Boy Scout being appreciated for his community service.

This might have been the first time “Bull” could remember something nice being said about him, especially at work. It was obvious for months to come that the genuine appreciation from his supervisor strengthened their relationship and communication making the workplace a better place to be.

Any public recognition must flow out of a sincere appreciation for the character of the individual being recognized. And, a public recognition will be only as credible as the private appreciation employees receive day in and day out.

Be specific when expressing appreciation. Generalized, generic comments lack credibility and bore people. When recognizing someone, identify a specific character quality and tell a specific story of how you saw the person demonstrate it. “Bull’s” supervisor was impressed when he pulled “Bull” off his machine to start one left idle when a coworker called in sick. “Bull” did not whine, complain, gripe, bellyache, or cuss; he went to the job with a good attitude. That’s flexibility, that’s appreciated, and the story will keep people awake.

Appreciation must be genuine. If “Bull” thought for a minute that the only reason his supervisor was saying something nice was to make himself look good as a supervisor, “Bull” would probably not have come forward to be recognized. As supervisors, we communicate our sincere gratefulness by avoiding poor humor, not calling attention to ourselves, and focusing on the character that motivated the individual’s good action.

If there is ever a time when what is said must be believable, it is a public recognition. A supervisor who bluffs his or her way through a recognition or simply flatters an employee will do more harm than good. “Bull” was not touted as the best employee or as one who never has a bad attitude. Superlatives (always, never), comparison (best, most), and flowery language will cause employees to roll their eyes and call in sick the day they are due for a recognition.

What we celebrate and reward influences our culture. Celebrate what you want more of in your people. Without recognition, your character emphasis will lack genuineness and seem empty. With recognition, your character emphasis will be a powerful tool to develop relationships, which will ultimately transform the workplace culture.

Focus on character, not just results, if you want a culture of integrity.

Watch an example of how to recognize an employee for character. Guy Henson, City Manager for the City of Midwest City, recognizes Michael Bower for showing deference in the workplace:

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Showing Concern for Others

Thu, 01 Mar 2012 00:00:00 -0600

In many ways, the character quality of deference is among the most practical of all of the character qualities. Although the application of it might be challenging, the need for it is obvious.

When we’re working within a group, it is important that we consider how our behavior, the way we dress, and the way we talk impacts the rest of the group. One of the responsibilities of working on a team is considering the needs of my colleagues when making personal choices.

When I was in my early twenties and was just starting my career, I had the opportunity to work with a gentleman who was in his early sixties. His name was Dr. Howard Norton, and he played an important role in shaping my worldview. He was a larger-than-life Texan who loved a good story and enjoyed taking time each day to have a cup of coffee with his employees.

One day, I was talking with him about life and he said something that has stuck with me. He said, “Nathan, life is about choices. You can choose to have stability, or you can choose to have freedom. The more you have of one, the less you have of the other.”

Now, I would anticipate that many of you could argue with his assessment, but at the core, he was saying something profound. You can choose to do your own thing—to not care about how your life impacts others—but you cannot do so without a cost. It is a choice you make; and your choices, over time, will define who you are.

Deference is a character quality that makes sense when you seek stability at life and at work. It is not a forced thing. When we show deference to others, it is a way we demonstrate our concern for them.

Be a Good Neighbor

Thu, 01 Mar 2012 00:00:00 -0600

Deference is practicing civility…especially in disagreement. You might have the right to say or do what you want, but is it helpful? Is it appropriate? Is it treating others as you’d like them to treat you?

Respect Differences

Individuals possess a wide variety of tastes, preferences, family histories, and cultural backgrounds. By themselves, these differences are not right or wrong…they just are. How we respond to such differences becomes a character issue.

We need humility to learn from others instead of expecting everyone to share our perspectives. We need persuasiveness to understand others and clearly communicate with them. We need discernment to understand what is important and what is trivial.

Mind Your Surroundings

Deference starts by knowing where you are and what is appropriate in each situation. Yelling and laughing might be appropriate at a ball game, but not in a workspace where people are trying to concentrate. Texting on your phone might be okay when you’re alone, but not during a meeting.

Seek Resolution

Deference is not just giving in. Deference is valuing the other person enough to avoid needless conflict…and to engage in needed conflict.

If your coworker has an annoying habit of cracking his or her knuckles, you might show deference by not saying anything. If another coworker has bad breath, you might take him aside and tactfully address the problem before a sales meeting. If your little brother is doing drugs, your concern for your brother should motivate you to confront him.

Face issues before they tear your relationships apart, and be careful how you say things. As much as possible, live peaceably with others.

Famous...In a Small Town

Thu, 01 Mar 2012 00:00:00 -0600

Folks relate to each other based on what they know…or think they know.

In a small town, folks recognize each other by the vehicles they drive. In some communities, you can get your enemies or total strangers to wave at you by driving a car that looks like one of their friends’ cars. And in the world of social media, a person recognizes friends by looking at their social media profiles. Everyone knows your relationship status, your general popularity, where you work, and who you’re related to.

These experiences can provide cheap entertainment, but they also ought to make us think. Do we really know our neighbors and coworkers, or do we just know facts about them?

Sometimes we don’t find out because we think we already know. Do we know enough about a coworker’s feelings to avoid cat or dog jokes when her pet has just died? Do we allow that hipster computer guy to surprise us with his appreciation for classical music, or do we assume he likes alternative?

Other times we don’t find out because it seems too hard. It’s easy to unfriend someone or kick them out of your circles. It’s harder to kick them out of town or out of your organization. But cutting off relationships limits your ability to understand and work with that person and with others like him in the future.

So…what questions could you ask your coworkers in order to start learning who they are? What might you have to share about yourself? What regular habits will help you know enough so that you can consider others’ tastes?

On the Homefront

Thu, 01 Mar 2012 00:00:00 -0600

Look for ways you and your youngsters can demonstrate deference daily.

Give your sister the window seat in the car.
Change the channel to suit another’s taste in television programs.
Save the leftovers for those not home yet, even if it is your favorite dish.
Go ahead—take the laundry out of the dryer and fold it for someone else.
If they don’t like nuts, don’t put nuts in the whole batch of brownies. I have a family story about this one!

The character lessons we exercise in our early years can greatly help us as adults. Resolving conflict is one of those lessons that can make a huge difference later in life.

My parents gave us the opportunity to try to work out our differences. Most of the time, we would find our common ground, give up who got the last word, and start our chores or games where we left off. Learning when to advance with warmth and determination and when to allow another to take the lead has been one of the keys to preserving our family.

Teach your kids about deference with the song, “Live in Harmony!” Download the song for free before Feb 28. Visit store.characterfirst.com/products/songs.

Event Planning

Tue, 21 Feb 2012 00:00:00 -0600

How can I improve the tone in the meeting room? Have I been diligent in planning for all attendees or participants to be at ease? Don’t forget:

Seating arrangements and name tags
Speakers, guest lists, and agenda
Political protocol and proper titles
Notes, technology, and climate control
Menu options and special needs
ADA and hearing impaired accommodations
Lodging, parking, or shuttling options

This list comes from my personal experience. Not everyone is involved in event planning, but all can pull ideas from past experiences.

What would you add to the list? How can you accommodate others’ needs?

How to Talk About Character in a Meeting

Fri, 17 Feb 2012 00:00:00 -0600

What a supervisor or a CEO talks about at meetings says a lot about his or her priorities. But it’s not easy to talk about personal integrity issues. So we’ll try to address some of the challenges here.

At one of Kimray’s employee meetings last month, Kimray president Thomas A. Hill introduced the character quality of availability this way.

Adopt an attitude of humility and gentleness.
Because character issues usually involve personal issues, such as a person’s work habits and attitude toward relationships, discussing a character quality can cause some uncomfortable moments. And this situation becomes particularly difficult when we don’t talk about integrity until a problem gets so big that action has to be taken.

A leader’s humility and sincerity profoundly influence the way his or her message will be received. A leader must learn to speak from “beside” colleagues, not above or opposite them. This approach means speaking about “our commitment to integrity” instead of saying “I want you to do this;” it means holding himself or herself publicly accountable to the same standards required of others, and it means speaking in a way that shows why gratitude and tolerance and justice matter.

Be immediate so that you can be persuasive.
Another challenge involves the way we see ourselves. We tend to think of good character and of our character flaws in the abstract; we don’t set out to be lazy or arrogant or insensitive; and we blame other people or the situation for the negative ways we react.

A leader can make character issues concrete by giving examples from his or her life—particularly from his or her struggles—and by observing good character in others. A leader can also discuss the ethical ramifications of a decision the organization faces. This approach helps everyone in the organization think about decisions less in terms of workplace politics and more in terms of personal integrity.

Many departments or teams have regular meetings to discuss safety and other operational things. A leader might ask how each weeks issues could be addressed in terms of personal integrity.

Stop lecturing and interact.
A leader shouldn’t try to have all the answers. The objective is to lead colleagues in a particular way of thinking, teaching them to examine their own attitudes and to ask themselves what is the right thing to do.

To this end, a presenter can draw analogies to objects, use a whiteboard to write out application ideas, or hang character posters around the workplace. But nothing replaces applying the concepts together in real life. So a presenter should introduce the concept as clearly as possible and then start a conversation about how the concept applies in this workplace or in these situations.

Character First materials focus on that critical relationship between an individual and his or her immediate colleagues, providing a common vocabulary, articulating a standard, and giving supervisors various ways to discuss the principles of good character.

Whatever materials you use, take the everyday opportunities to challenge yourself and others to do the right thing.

The Pursuit of Peace

Fri, 10 Feb 2012 00:00:00 -0600

Almost every conflict involves someone who is not willing to take responsibility for his or her part of the issue. To practice deference, we focus on personal responsibilities. Learn to say, “Now, what shall I do?” rather than “Who is at fault?”

Deference sets the right perspective for peaceful solutions. Deference is a key trait for meaningful conversations. Every time you practice deference, you are building a bridge of relationship that will prove useful in the future. Without deference, more bridges will be burned than will be built.

A peace-maker is someone who shows respect to another by consciously choosing to limit his freedom and by making an effort to understand first instead of saying, “I must be heard at all cost!”

Without deference, one tends to take offense and be defensive of weaknesses. Deference puts my rights in proper perspective. I do not need to be right all the time, but I do want to be doing what is right all the time. And doing what is right often includes a healthy dose of self-denial and humility.

Are you a peace-maker? Your determination to practice the quality of deference will set you apart as someone who actively pursues peace. Learn to lay down personal rights and you will be amazed at the results at work, at home, and in life!

A Win-Win Situation

Tue, 31 Jan 2012 00:00:00 -0600

There is surprising evidence that people are actually eager to sacrifice their own priorities to help others.

Research conducted in 2010 by the federal Corporation for National and Community Service revealed that nearly 63 million Americans donated over 8 billion hours, providing services valued at nearly $173 billion. Utah benefitted the most, with a whopping volunteer rate of 44.5 percent compared to the national average of 26.3 percent. It was followed by Iowa, Minnesota, Nebraska, and South Dakota. (For a detailed analysis of your state’s statistics, go to www.volunteeringinamerica.gov.)

But what does all this mean for business?

Deanne Dutton reported some interesting survey results in her article in the London-based paper, The Telegraph. She indicated that workers are more likely to stay with an employer that allows them to spend time working with charities. Not only that, but today’s workers are willing to take a sizeable pay cut in order to serve a company that fosters community service. Dutton also found that businesses willing to make these efforts will likely see an increase in worker productivity, too.

An added benefit is that it gives employees an opportunity to hone key leadership skills. Other volunteers come from varying backgrounds and are not motivated by traditional methods such as performance reviews, paychecks, and schmoozing the boss. So leaders earn credibility and trust by demonstrating knowledge as well as interpersonal skills. Community service can be a great learning lab.

Whether one is cooking for a homeless shelter or tutoring a child, the effort not only satisfies a human need to leave the world a better place, but has positive implications for business and our communities. Indeed, the holiday season might have ended, but the year ahead looks promising for those who selflessly make time to serve others.

Helping Others Find Significance

Tue, 24 Jan 2012 00:00:00 -0600

Tom Pace was a depressed ex-con and failing businessman when he met a man who changed his life.

“Mr. Malcolm Hall was one of the most important mentors I’ve had in my life,” Pace said. “He helped me to get through my desert when my business went in the dumper. He basically saved my life.”

They met when Pace contacted Hall, a commercial real estate owner, to rent some office space.

“In our short conversation, he said that I sounded depressed, and I told him I was,” Pace said. “Then he asked me if I wanted to get together with him, and this is what he told me the first day I met him: ‘I know how you feel. I’ve been there, and together we’ll get through this.’ And after he said that, then he told me his story, and when he got done telling me his story, I knew he’d been there. He said together we’d get through it and we did.”

Their friendship began in 2001 and continues to this day with hour-long meetings every Tuesday at 6 a.m.

“He helped me to overcome fear,” Pace said. “He helped me to establish adequate capital reserve, and he helped me to become creative again. He said ‘don’t run from your problems, face them and deal with them.’ And I could do that because he had done it, and he showed me how to do it. He was open with me, he shared his life with me.”

That openness and availability gave Pace the tools he needed to transform his spiritual, personal, and business life.

Pace went on to build a thriving multimillion dollar business and spends at least twenty hours a week mentoring folks aged 19 to 56.

When people ask him how to find a good mentor, his answer is simple: “find someone who has the experience in the area that you want to be mentored and send them an e-mail or letter or phone call and tell them that you’re interested. If you want someone to do anything, you’ve got to ask.”

For those interested in being a mentor, similar counsel is given: “Find someone that has a desire to succeed in an area where you have experience.”

Pace’s experiences both as a mentee and mentor are recorded in his book Mentor: The Kid and the CEO co-authored with Walter Jenkins.

Through the book he shares the story of his life-changing relationship with Malcolm Hall, his transition to mentor, and helpful tools for others.

“It makes us significant,” he said. “Success is achieving worthwhile goals, significance is helping other people achieve worthwhile goals. Success can be selfish and self-centered but significance affects other people. If I run a marathon and complete it, I’m successful. But if I encourage other people to run a marathon and they complete it, then I’m significant. The more I help other people, the more my life has meaning and purpose.”

Customer Service at Chick-Fil-A

Thu, 19 Jan 2012 00:00:00 -0600

A few years ago, I had the opportunity to meet S. Truett Cathy, founder of the popular restaurant chain, Chick-fil-A. Since that time, I have become a vocal fan of Chick-fil-A and their approach to business. So when his son, Dan Cathy, recently came through Oklahoma City for a business meeting, I was thankful to be able to attend.

Dan Cathy spoke about Chick-fil-A’s philosophy toward service and how they have adopted what he called the 2M2N (second mile, second nature) approach. The concept of “going the second mile” began during the Roman Empire. At the time, Roman soldiers had the right to force the people they had conquered to carry their equipment up to one mile.

Consequently, people would make the one-mile journey as slaves to their captors. But some challenged the thinking of the time by suggesting the oppressed should go two miles instead of one. In short, you can’t enslave people who choose to serve. It empowered the oppressed.

Dan Cathy said Chick-fil-A adopted the 2M2N philosophy because they found it gave them a sense of freedom. They found that going the first mile with a customer was simply a transaction, but going the second mile required a different way of thinking.

They made a list of what customers expected when they paid five or six dollars for a meal (first mile), then they made a second list that included what they felt they could provide that the customer would not expect (second mile). It changed what they provided. This is why they provide freshly ground pepper, and why they carry the trays to your table, and why their drivethru process is so impressive.

By adopting the 2M2N approach and embracing the character quality of availability, they moved from a transactional mindset to a transformational mindset. To me, this is when life at work becomes fun.

One of the ways they motivate their employees to provide 2M2N service is by training the people they have hired to consider the “story” behind each customer they serve. To help bring that concept to life, they provided a short video that I would recommend to you and your company. Look for the video “Every Life Has a Story” on DanTCathy’s YouTube channel, or view it below.

From all of us at Character First, we hope you have a meaningful and successful new year!

&lt;/p&gt;

Making Availability Happen

Tue, 17 Jan 2012 00:00:00 -0600

We live in a world that desires instant results. With access to news streaming and the ability to post comments immediately, it appears we have a higher level of availability than our parents did. But though information is abundantly available, often face-to-face attention is hard to come by.

Streamline your days to allow you to accomplish tasks while remaining available to address client and staff priorities.

Is this a short-term, long-term, or on-going priority?
Does this need to be addressed immediately?
Is this something I need to do, or is this better delegated to someone else?
Will I need other team members to successfully complete this task?

Schedule a specific time of day or week with clients or staff, and take that opportunity to reconnect, reflect, and encourage future communication.

Try establishing an electronic forum to share thoughts and ideas, perhaps a common folder on the company server.
Create a quarterly breakfast or lunch event with key staff or department heads in a casual setting. Make sure to follow up and develop key points or innovative strategies.
Recognize associates on their employment anniversaries.
Implement project or milestone “wrap up” events to celebrate and share future ideas.

Break down the timeline on long range tasks, to budget so many minutes or hours per day to accomplish them.

Complete the quicker tasks and get them off your “list.”
Personal or work related errands can be organized for efficient drive time and phone calls.
There may be occasions when you must close your door to meet deadlines and commitments. Respect others when they must do the same, and work together to set a time for follow up.

Caught You Doing Good!

Tue, 10 Jan 2012 00:00:00 -0600

Katie Mulhern serves as a legal analyst in the city attorney’s office, Folsom, Calif. She writes:

Sometimes when a new person joins a small office... such as ours, the addition of the right new individual actually raises the performance and satisfaction level of all concerned. That was the experience at the City Attorney’s office in the City of Folsom when Assistant City Attorney Steve Wang joined us in 2008.

At least three times a week, Steve would pause in the doorway to my office and say, “Thank you for everything you do. I am so grateful!” It startled me at first, as expressions of gratitude are rare, particularly in a busy city attorney’s office. But with Steve there was a difference, a sincerity, an obvious taking of time to express something he clearly felt....

As a Captain in the Army Reserve, Steve was placed on active duty and posted to a forward fighting unit in Afghanistan in June 2011 on a 400-day deployment.... He nominated our City Mayor, City Manager, and City Attorney for recognition as patriotic employers for supporting his service.... On his only leave during his deployment he came in to work...appeared at our City Council meeting...and presented us all with a framed flag that had flown over Bagram Air Base on the 10th anniversary of 9-11....

His example has inspired all in our office...to be grateful and to express it with sincerity and humility.

Have you caught someone showing good character? Send an e-mail to editor@cfthemagazine.com, visit our Facebook page, or send us a tweet @Character_First.

Caught You Doing Good!

Thu, 29 Dec 2011 00:00:00 -0600

Last month, Midwest City Police Officer Stephen Abernathy drove his patrol car through the drive-thru lane at Taco Mayo.

“I made my order, was given the total, and drove to the window with my money out, ready to pay. The employee told me the lady in the car in front of me paid for my meal and said, ‘Tell the officer, thank you for your service.’ The lady in the car drove away before I could thank her.”

He also recognized the Taco Mayo employee’s honesty: “The employee was honest and could have easily kept the money and taken mine.”

Have you caught someone showing good character? Send an e-mail to editor@cfthemagazine.com, visit our Facebook page, or send us a tweet @Character_First.

Taking Care of People

Tue, 27 Dec 2011 00:00:00 -0600

Few things are as inspiring as witnessing someone who gives to the needs of others without seeking something in return. I witnessed an example of this recently while attending a character council luncheon in Owasso, Okla.

Tim and Patty Rich own three McDonald’s stores in Owasso, and when they closed one of those stores this summer to demolish the aging building and construct a new one in the same location, they paid their employees to volunteer at nonprofits throughout Owasso.

After the luncheon, I spent some time talking with Tim, and I was deeply impacted by his passion. There are still people working in businesses across America interested in making a difference in their communities and beyond.

One of the things I love most about working with Character First is the opportunity I have to work in a wide variety of companies and non-profits. Each week, I usually have the opportunity to work in 3-4 organizations, and I wish there was a way you could travel with me. If you did, you would understand why I am so optimistic about the future.

Do you know someone who might want to use Character First in his or her organization? If so, we’d be glad to speak with them and learn more about their needs. Just send an e-mail to info@characterfirst.com.

Thanks for being part of the Character First community!

When Love Gets Tough

Tue, 20 Dec 2011 00:00:00 -0600

Challenging times bring out the best and the worst in humankind. What do you do when someone is in danger of crossing a line? When do you say something and when should you let go?

The following are some personal guidelines that I use:

Will my silence increase the chances of others suffering harm?
Is the situation an opportunity to be a positive influence for someone?
Would I want someone else to step in if it were my family member or my colleague?
What if I were in their shoes?
By investing more time and energy into this person, can I better equip him or her for greater success in the future?
Have I delegated tasks to someone who is not prepared?
How can I improve my individual efforts to continually move my coworkers forward, even if it means greater time and energy sacrifices for now?

A key ingredient to living with benevolence is love—not chocolates, hearts, wine, and roses—but unconditional, pick-me-up-and-brush-the-dirt-off love. We all seek it, but not enough of us demonstrate it.

The Benevolent Leader

Tue, 13 Dec 2011 00:00:00 -0600

In my years of leading manufacturing organizations, I have found a contented employee generally contributes to a cheerful home environment; and when everything is good at home, the employee stands a much better chance of success at work.

Since the average working American spends more waking hours at work than with his or her family, it stands to reason the leader or the environment provided by the manager has a significant influence on an employee’s well-being.

So what does a benevolent business leader look like?

Relationships: Leaders know their people. They understand personalities, how different personality types react to situations, how to motivate each personality, and how to uncover the root of behavioral issues. They know their employees’ spouses’ names, kids, personal interests, and what is currently happening outside of work. The leader is acutely aware of employees’ mood or demeanor and can recognize when something is wrong. Keeping team building applicable to work situations ensures relationships stay at a professional level.

Rewards and Recognition: A lost practice in today’s workplace is real-time praising, rewarding, and celebrating success. In a recently published Gallup poll it was stated that 19 percent of workers in America are actively disengaged. Contrary to popular belief, compensation usually ranks number four or lower as the primary reason employees leave companies. One of the main reasons to praise or celebrate is to encourage repeated desired performance. Identifying the positive behavior immediately, communicating what the employee or team did, and detailing the benefit to the company is a colossal morale boost. A benevolent servant leader is always looking for the opportunity to praise.

Communication: A benevolent leader ensures team members are clear on the leader’s business expectations and objectives. Off-site summits or team meetings are great opportunities to clearly review business strategies, team roles, targets, goals, policies, procedures, etc. In the past, I have held full-day “Leadership Summits” where all expectations were reviewed in detail and question/answer sessions followed. One of the greatest gifts you can provide an employee is clear direction and feedback. No one likes to walk around in a cloud.

Meet Needs: Benevolent leaders meet needs and not wants. It is the leader’s responsibility to make sure employees have the tools they need to successfully complete their tasks.

Correcting for Success: The leader is doing an injustice to the employee if he or she is not giving routine feedback. Seek first to understand an issue. Without understanding, the issue being addressed can be misunderstood or buried and the opportunity to correct the issue is lost. Understanding the employee’s viewpoint eliminates incorrect judgment against the employee and can save the leader embarrassment. The goal is to correct the problem and both parties move forward together to achieve a common goal.

One of my favorite interview questions I ask candidates is, “Tell me about your favorite manager.” I typically hear answers regarding trust, loyalty, compassion, fairness, honesty, etc. Benevolent servant leaders have an opportunity to not only succeed in business but change lives for the better.

What Can You Give For Your Community?

Tue, 06 Dec 2011 00:00:00 -0600

My father’s father, “Grandpa Phil,” served as a justice of the peace for many years. The state troopers would bring case after case in for “court,” as we called it, in Grandma and Grandpa Phillips’ kitchen.

I would not know until years later how many lives he touched. I heard stories from folks in all walks of life, sharing how they had benefited from his benevolence.

Many who stood before him as first offenders were given a second chance…but with stringent expectations, specific directions, or guidelines. Many took his words to heart and turned their lives around. A few came back months or years later to thank him and let him know how his character and benevolence helped them to stay on the right track.

How can you show benevolence to your world?

Volunteer hours are urgently needed in every community. Give of your time, even when it’s not convenient. One hour at a local library assisting with a literacy program can change someone’s life.
Share your skills or talents with a smaller start-up business or non-profit. For example, an accountant could donate her hourly rate to assist with tax services; a chef might create some meals to donate for a charity event or fundraiser.
Mentor others in the neighborhood or begin an internship program.
Many people participate in payroll deductions for their retirement plans or stocks. Why not start contributing to charities in this manner?
Several companies allow their employees to share accrued family leave with others in desperate need due to illness or loss.
Have you ever considered adoption? Contact your local public school. Find out what the teachers and students need, and adopt a classroom!

Colleen Barrett on Leadership at Southwest Airlines

Tue, 29 Nov 2011 00:00:00 -0600

“Leading with luv is not always easy, especially when circumstances are stressful,” said Colleen Barrett, president emeritus of Southwest Airlines and co-author with Ken Blanchard of the new book, Leading With LUV. “Our internal mission is to always practice the golden rule. Treat others the way you want to be treated. Going with that is a respect for people. You don't judge.”

Barrett believes that Southwest Airline's record of stellar customer service correlates directly to the genuine affection and care they demonstrate for each other at work each day.

“I don't know how you can ever expect to have external customer service be exemplary if you're not doing it internally,” she said.

Maintaining a family atmosphere of love and mutual respect begins at every interview for every position in the company.

Southwest Airlines looks for three things: warrior spirit, servant heart, fun-loving attitude.

“We hire for attitude and we train for skills,” Barrett said. “We turn down very well qualified people if we see something about their attitude, demeanor or behavior that tells us they would not be a good fit within our family.”

This consistent standard of good attitudes makes it easy for Southwest Airlines to encourage trust when it comes to employees making decisions.

“As long as it's not illegal, unethical or immoral you do what your heart tells you to do, as if this person was a member of your own family,” Barrett said.

On 9/11 when a plane's passengers and crew were stranded in Sioux Falls, “They sat and watched TV for 16 hours straight, and people were getting so depressed,” Barrett recalled.

Instead of waiting for someone else to do something, a crew member rented a bus and treated everyone to the movies and pizza because he thought they just needed to get out of the hotel. He paid for it all himself and never considered asking for reimbursement.

Barrett was proud and thrilled. “We have a very egalitarian spirit and warm, happy people,” she said.

Southwest Airlines also trusts their leaders to display the three vital qualities they expect of their employees.

“You can't hold your employees accountable if you don't hold yourself accountable to them,” Barrett said. “You've got to walk the talk yourself. If you don't, the whole thing becomes a facade and nobody follows anything.”

Living this benevolence out moment by moment can be difficult, but Barrett strives to lead by example.

“I fake it until I make it,” Barrett admitted with a laugh. “I want to be left alone until I've had at least 2, maybe 3 cups of coffee in the morning.”

But once the day starts, it all boils down to making a choice to show love.

“You have to be patient, you have to understand that people absorb differently at different speeds,” she said. “Body language says far more than words do. You can't be slamming doors, you can't not be making eye contact. Families disagree and have conflict and have loud disagreements, and we're no exception. But if you're respectful about it, if you at least talk from the heart, and you're really honest and truthful, if people really respect you, people get it.”

For those moments when folks inevitably mess up, Barrett sees only one option, “You apologize, you make it up,” she said. “You have to show your vulnerabilities. I've done more than my fair share of apologies.”

Barrett's devotion to employees and customers stems from the way she was raised.

“We were really quite a poor family when it came to money and material things,” Barrett explained. “But my mom just loved people. She celebrated everything, no matter how small…. Most of our celebrations others might have thought were crazy, but she was a great model in that regard.”

She tries to carry that same attitude into her work environment. “We try to make heroes out of our people every time they do something right,” Barrett said.

Piano and Pizza Nights

Tue, 22 Nov 2011 00:00:00 -0600

One of the primary reasons remaining content is difficult is because we live in a culture inundated by marketing campaigns designed to make us feel incomplete if we aren’t constantly upgrading and updating. At the core of many of these campaigns is an effort to convince us that true happiness is within reach—but only if we are willing to buy the newest gadget.

The more insidious form of this idea is when we believe the products we buy represent our love for those close to us. When this happens, we believe buying a newer car, taking a more exotic vacation, or building a larger house is where true happiness is found, even if doing so requires taking on an unsustainable amount of debt.

Choosing contentment is choosing a different path than the norm. It is my conscious and deliberate choice to “want what I have.” When I focus on what I have rather than what I don’t have, I find I become more grateful and less prone to jealousy and envy toward others.

When you think about “wanting what you have” in life, what comes to mind? A few things on my list:

When my eight-year old daughter asks me to play her in a game of UNO.
When we have “pizza night” at home and watch TV together.
Working with a talented and dedicated team at Character First.
When my ten-year old daughter plays the piano.
Surprising the family with chocolate chip cookie dough ice cream.

What’s on your list? When you consider what makes you truly happy, what comes to mind?

Career Choices

Fri, 18 Nov 2011 00:00:00 -0600

The news reports are that the national unemployment rate for September was 9.1 percent, which means approximately 14,000,000 people are out of work. That means there are about 153,740,000 Americans who still have jobs…so far. This does not take into consideration those who are unemployed and have given up looking for work.

More folk are delaying retirement, traveling less, and spending less. Thousands of people have lost retirement money in the wavering stock market. With their plans thwarted, many folk are disappointed, depressed, demoralized, or worried; many others are angry. But losing hope won’t help those who don’t have a job.

In the past, the tried-and-true axiom was: “In America you can do whatever you put your mind to.” But is America still the land of opportunity? The immediate answer is: Yes. But there seems to be a built-in conflict in the western mind-set.

On one hand we are to be satisfied with what we have and the situation in which we find ourselves. A slogan on our refrigerator says: “If we are not content with what we have, we will never be content with what we want.” On the other hand, we have responsibilities and obligations to fulfill; and it requires creativity, initiative, and determination to get the job done.

Contentment is not to be confused with complacency: “being apathetic with regard to an apparent need or problem; giving up.”

I recently overheard a portion of a conversation between an agitated man and his wife in a restaurant.

“Did you get the job?”

“No, the human resources person told me that with my Ph.D. I was over-qualified.”

“What about the other one you went to check on?”

“With my qualifications and résumé, I can’t settle for what they offered.”

An old sailor’s slogan came to mind: “Any port in a storm!”

A friend in New Mexico recently reminded me that he accepted a job quite beneath his qualifications some time ago; but because he applied himself creatively to a position that was available, he was now the general manager of the company. He said, “What I wanted to do or could do was not important. Instead my concern was ‘What should I do? What does my family need?’ And it really paid off!”

In today’s economy, we need to remove both the optimistic and pessimistic spectacles from our eyes. We need to become realistic and focus on what is available to us; then apply ourselves to it whole-heartedly.

Live What You Want to Remember

Wed, 09 Nov 2011 00:00:00 -0600

It may be that when we look back to yesteryear, our perspective changes. Reminiscing occasionally may help us to recognize what is really important in life. A key to contentment is learning to be happy and fulfilled wherever you are and whatever your means.

Living Spaces

Looking for a new home? How many purposes will the dwelling serve? Is this your home office, workout space, and living area? Think it through to ensure you have enough storage and appropriate furnishings.
How many people will be under one roof? Study the floor plan for the best use of square footage and storage areas. Detailed discussion about everyone’s needs will help prevent discontent after the thrill of moving in wears off.
Will there be a lot of entertaining, or will a “galley” style kitchen suffice?
Will a cozy balcony/patio and a postage stamp yard work for your lifestyle? Do you need five acres to maintain?

Going Places

What is this “vacation” for? Take time to examine your desires and the motives behind them. Regroup and focus on quality rather than quantity.
What will this travel adventure cost? If you are stressing over the budget, then it costs too much.
Why not scale down? There are so many ways to enjoy time with family and friends that don’t require breaking the bank. Contact your Chamber of Commerce or Visitor’s Bureau to discover area highlights that you might have otherwise missed.
Why try to compete with others regarding travel? Avoid the overpriced “traps” and ask locals about their favorite hot spots, trails, and diners. Be content with the simple discoveries that the unknown can bring.
Relax! Pack a picnic, read a book, start a jigsaw puzzle, sing retro songs, laugh a lot, and stop for ice cream!

Thank You Very Much

Mon, 07 Nov 2011 00:00:00 -0600

He was sitting quietly on the bench next to the change machine when I walked into the laundromat and dry cleaners on the corner of Sale Place and Star Street, Westminster—on London’s west side.

It was easy enough to see the price on the soap dispenser, the washing machines, and the dryers. What was less obvious was how the change machine worked or that the coins I had weren’t the right size.

“You push the button and then put your coin in,” he said. “I think you have to use Pounds.” He also explained what coins the washer would take.

“Thanks,” I said, “I really appreciate it.”

I got my load of laundry going and was writing a few notes on contentment when he pulled his clothes out of the dryer. Before he walked out, he explained briefly how to use the dryers. I thanked him again, and as he crossed the street outside, I was grateful.

It happens to you too

You probably know the feeling. Someone reaches out to you or does the right thing, and it’s like a breath of fresh air. If you aren’t in too big a hurry, it makes you grateful to be alive.

Think about it

This experience challenged me to consider how I would have responded in a similar situation. Am I aware enough of other folks at the laundromat to volunteer help when it’s needed?

It also made me wonder how often I stop to say, “Thank you,” when someone benefits me. It’s easy to miss those opportunities when you’re in your everyday routine.

Here’s one thing you can do

Starting this month, we at Character First the Magazine hope to bring you a story or stories like this on a regular basis. It gives us all a chance to see what integrity looks like in everyday things, and if your plumber does the right thing, your neighbors would probably like to know about it.

Just send an e-mail to editor@cfthemagazine.com, or visit our Facebook page, or send us a tweet @Character_First.

If possible, give the name of the person you’re recognizing. Imagine how much better the above story would be if I’d thought to get his name.

Describe the character quality or qualities the person demonstrated… and describe how it benefited you. The man at the laundromat showed great hospitality, putting me at ease not just by answering a question but by helping me know what to expect.

Nelson Mandela

Mon, 31 Oct 2011 00:00:00 -0500

The American leadership guru John Maxwell notes that a leader must win people’s hearts to win their heads, because people will only follow a person they feel they can trust. Nelson Mandela demonstrated an exceptional capacity to do this. In declaring him the South African of the decade, the Financial Mail said he has “the gift of being able to make other people feel better about themselves. That is such a big part of his true greatness; occasional ordinary human failings of judgement but never of principle."

According to Maccauvlei Training Magazine, he would get up at four o’clock in the morning and exercise until six o’clock before the day’s work. In the evening there would be study schedules from five until seven o’clock.

Nelson Mandela on anger: “Anger is a temporary feeling – you soon forget it, particularly if you are involved in positive activities and attitudes. It is not easy to remain bitter if one is busy with constructive things.”

…on his hopes: “Many of us will have to pass through the valley of the shadow of death again and again before we reach the mountain tops of our desires.”

…on reconciliation: We need to reconcile our differences through reason, debate and compromise.

…on tolerance: You should be tolerant of those who have views that are different to yours, because you will win by the correctness of the position that you take.

Victor Frankl, who survived detention in a concentration camp, and lived many more years, wrote the following in Man’s Search for Meaning:

“We who lived in the concentration camps can remember the men who walked through the huts comforting others, giving away their last piece of bread. They may have been few in number, but they offer sufficient proof that everything can be taken away from a man but one thing: the last of the human freedoms–to choose one’s attitude in any given set of circumstances, to choose one’s way."

Learn To Say, No

Thu, 27 Oct 2011 00:00:00 -0500

In this world of multitasking, short work weeks, and heavy work loads, we have been made to feel like we should say yes to every new request that comes across the desk. The truth is, if you juggle too much at one time, you will not produce quality results.

Before committing to something new, make sure you are willing and able to do the necessary work to complete the task. It is better to say “no” than to say “yes” and let the team or client down.

You can quickly earn a reputation not pleasing in the business world. “He always says he can get the job done, but really, he never does.” “When she first started her business, she met all of her clients’ deadlines but she got too big too fast and now her clients are pulling out.”

Learning to say no will give you more energy to complete your other projects and free up time for more enjoyable things. Learning to say no is not selfish; it's imperative for effective life management and branding yourself as dependable.

Get There Early

Tue, 25 Oct 2011 00:00:00 -0500

Be punctual, and give your day a jumpstart.

By leaving my house early to begin my commute, I can mentally prepare for my day, listen to music, and arrive at work ready to “hit the ground running.”

As a student or an employee, practice punctuality to lunch breaks, classes, meetings, and training sessions. If you are conducting a meeting or leading a conference, start on time, and conclude on time.

The Attitudes Behind a Trusted Brand

Thu, 20 Oct 2011 00:00:00 -0500

Toyota’s recent quality issues illustrate how quickly a brand can go from object of emulation to punch line. But according to Millward Brown’s “2011 BrandZ Top 100,” Toyota’s brand was still 11 percent more valuable than it was the previous year.

Perhaps Toyota has weathered the storm better because Toyota products’ past dependability had built up a certain amount of goodwill. Barbara Rozgonyi of Wired PR Works reported Millward Brown ranked Toyota the seventh “most trusted and recommended” brand in the United States.

Amazon.com ranked number one in the United States in trust and gained 37 percent in brand value worldwide. All together five of the top 10 most trusted brands in the United States—Amazon.com, FedEx, Toyota, Pampers, and United Parcel Service—also ranked among the top 100 most valuable brands in the world.

Anyone who consults Consumer Reports before buying a car or a lawn mower has some idea of how dependability can affect brand reputation. But building that kind of dependability into an organization takes time…and some seemingly counterintuitive effort.

When a leader avoids promising more than he or she can deliver and gets things done on time, it reinforces the value of agreements, shows respect for team members who are affected, and sets a standard for future leaders. Different cultures and situations require different levels of precision, but a leader must always keep his or her word. That means living up to safety standards he or she expects of others, abiding by company policy, and showing up at the agreed upon time.

A leader also needs to communicate, sometimes more than comes naturally. In the short term, it seems easier to give out as little information as possible and explain decisions after they have been made. But if leaders truthfully communicate the challenges facing the organization, colleagues will be more able to understand, even if they don’t agree.

Colleagues probably won’t believe a leader’s sincerity in the beginning, but if a leader can graciously engage with criticism when it comes and respond decisively to whatever legitimate issues the critic raises, he or she will have more credibility to challenge others to achieve goals they might not yet know they can reach.

Yet even beyond these considerations, when a leader works through the process of making things right, he or she helps others get beyond getting caught or pointing fingers and focus instead on getting things as close as possible to the way they ought to be. Problems don’t get bigger when someone points them out. Problems get bigger when someone lets them slide.

We notice a lack of dependability when a car breaks down or someone misses a deadline. But dependability isn’t just meeting deadlines; it’s all those little daily decisions that put us and our colleagues in position to seize tomorrow’s opportunities.

Test Your Dependability

Thu, 13 Oct 2011 00:00:00 -0500

Can you relate to the person who promises the world and has all the best intentions…but doesn’t deliver? The one who doesn’t keep his or her end of the bargain? Chances are we’ve all been there at some point.

Here’s a quiz to see how each of us might grow in dependability this month. I scored a 39—which shows I have plenty of room for improvement.

How dependable are you?

I consistently show up where I’m supposed to be on time and ready to do my job.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I value commitments and timelines, and do my best to complete tasks on time.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I follow instructions and am willing to ask questions if I’m unclear about what is expected of me.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I give my best when working on time sensitive projects, and I attempt to change my plans to accommodate the needs of my clients or employer when necessary.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I proactively communicate when I realize there is a change in plans that will impact others. I don’t wait until the last minute to let others know when a project is not on schedule.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

My coworkers would say I normally have a positive attitude about my work.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I complete my tasks at the same level of quality regardless of my personal feelings about a difficult customer.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I am committed to continual improvement and am open to learning new ways to approach my job more effectively.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

I value others and can be trusted with sensitive information and with company assets.
(Strongly Disagree) 1------2------3------4------5 (Strongly Agree)

What is your score?

10–25 Practicing greater dependability will likely bring significant improvement in your personal and professional life.
25–40 You value dependability, and others consider you someone who is usually dependable.
40–50 You show consistent dependability as an employee and colleague!

Step One ... Explain the Tools

Wed, 12 Oct 2011 00:00:00 -0500

Editor’s note: To help you enhance your character emphasis, we plan to bring you regular contributions from readers who have found ways to make integrity a part of their workplaces. To share your idea or to tell us about someone else’s idea, please write to editor@CFtheMagazine.com.

Special thanks to EDG Consulting Engineers for helping us get this effort off the ground. The following article appeared in a “character bulletin” distributed among EDG employees to help them remember EDG’s “journey in character.”

“Hire for character, train for skills”…is not just a platitude at EDG. It has been the credo that has driven our original principal partners for years.

Have we fallen short sometimes? You bet! The difference is that our leaders wanted to prepare us with tools that will shape who we are…and prepare us for success.

Years ago, a vision was forged in the heart of Dwight Paulsen and Paul Mogabgab to have a family oriented company…a safer place in the dog-eat-dog-world of corporate America…a company which was faith-based at its core.

It took over 10 years for something to put words to their beliefs and provide an avenue for helping others catch the vision.

EDG began using Character First in 1996 as a tool to encourage and recognize good behavior. These character qualities are not something we are forced into; they each capture a single face of the multi-faceted diamond that we each are.

Every diamond is individual and reflects light like no other will. Those character qualities that we exhibit are those that define us. If you put diamonds next to each other, the light is reflected from one diamond to the other…multiplying the effect of the light.

Character First is part of what hones us and makes EDG a place where we can multiply the effect of good character in our lives. Enjoy the good character being shown in others around you…notice it… celebrate it.

For one idea EDG has used to implement Character First, see “C.A.R.E. Cards” published October, 2011.

C.A.R.E. Cards

Wed, 12 Oct 2011 00:00:00 -0500

EDG’s character training program, “Character by Design,” offers a unique tool designed to nurture positive character in the workplace: C.A.R.E. Cards (Character Awareness Reflecting Excellence).

Founded on the principles of behavior-based safety observation programs, EDG’s C.A.R.E. Cards focus attention on what people do right. All EDG employees are encouraged to observe and recognize fellow employees who demonstrate good character qualities in the daily tasks they perform. Employees document the observation using C.A.R.E. Cards, which are provided to the employees and supervisors. Each month C.A.R.E. Card recipients are acknowledged at the EDG company meeting, and one of these, selected at random, receives a C.A.R.E. shirt or gift card.

EDG Inc. is a full-service, multi-discipline, international consulting firm serving the oil and gas and industrial markets. The EDG management team believes in order to deliver work of the highest quality, companies need to create an environment to promote the building of character. EDG is an organization that stands on the principle that better people make better business.

For more information on EDG's vision for Character First, see “Step One ... Explain the Tools” published October, 2011.

The Art of Preparation

Mon, 26 Sep 2011 00:00:00 -0500

My grandfather was a flight instructor during World War II. When he passed away a few years ago, we received several weathered flight books among the articles from his flying days. The books recorded the details of each flight he had flown over the span of several years.

Practice Thoroughness Yourself

Each entry was a handwritten summary of the flight. As I turned the pages, tracing his signature with my finger, I couldn’t help but be impressed with the precision of each entry. To teach would-be pilots how to safely fly an airplane required more than just instructing them how to take-off and land. It required teaching them to plan ahead and to be thorough in their flight preparation.

He taught them how to efficiently perform a preflight check of the airplane to ensure it was safe. When they landed, he taught them how to record the details of the flight and to conduct an additional check of the plane. When dealing with the inherent dangers of flying, thoroughness is critical to safety.

Find Others Who Complement Your Strengths

As a leader, I have found the character quality of thoroughness a bit challenging. I enjoy the “idea” phase of projects, but sometimes find it difficult to complete the tasks. I need to work with a strong manager who possesses the right qualities, if I am going to succeed.

When working with someone who is detail oriented, project oriented, and a good strategic planner, I find both of us enjoy the job more because we both work from our areas of strength.

My wife is a great example of thoroughness. She was trained as an accountant and worked as an auditor for a large public accounting firm and later for privately held banks. Prior to meeting her, I didn’t know there were people who enjoyed working with spreadsheets!

When our family travels, she creates a checklist of all the things we will need. As she packs for the trip, she checks off each item—and as a result, we know exactly what we have in our luggage. Because she has everything planned, the stress associated with travel decreases, and we enjoy the trip more.

Thank you again for being a part of the Character First community. We are grateful for every organization that makes creating a culture of character a priority. If focusing on character has been helpful in your personal and professional life, we hope you will tell others about Character First. If we can serve you better, please let us know.

Getting Off the Ground

Mon, 19 Sep 2011 00:00:00 -0500

I read a lot about aircraft. One story in particular comes to mind about a beautiful DC-3. It was built around 1943, was in excellent condition, and the engines had recently passed a thorough inspection.

A prospective buyer was in the pilot’s seat waiting for clearance from the control tower. He wanted to “take it for a spin” before deciding to buy it. The seller, also an experienced pilot, was on board. But in the excitement, the buyer failed to remember the DC-3 was heavier than his twin-engine Beechcraft.

In a DC-3, you “fly” the tail first, then the plane. After gaining enough speed to lift the tail off the runway, you increase speed until the plane is airborne. However, in this case, when the tail lifted off the runway, the buyer lifted the nose as he would in his Beechcraft. The plane gained about fifty feet of altitude, but stalled and dropped back to earth, destroying the plane and its precious cargo. This was a needless, terrible loss.

Mike Casey is a close friend of mine who was a flight instructor. One day in 1985, he took my two young boys and me for a birds-eye view of Tulsa, Okla. in his single-engine Piper Arrow. Mike showed me a list of checks we had to complete before he would clear the plane for takeoff. This was not a quick five-minute look-around just to fill out a form;

Mike conscientiously checked every one of them. Of the approximately thirty-five items on that list, several were:

Draw fuel samples to check for color and foreign substances
Check fuselage for damage and signs of stress
Inspect all antennae
Check oil, battery, and fuel levels
Check control linkage, wings, and stabilizers
Check the stall warning switch
Assure that the plane is evenly balanced
Check the runway

Mike explained the problems that could arise if the pre-flight checks were not conducted properly. He understood our lives depended on his integrity.

Mike performed the liftoff and reached our prescribed altitude. The boys and I were excited when Mike asked me if I wanted to take the stick. But he continued watching the gauges and monitored the plane’s operation. Mike’s safety consciousness, his flying expertise, and his thoroughness made that summer afternoon flight a learning experience I will never forget.

Being thorough in our planning is mandatory in all aspects of life. Whether we fly a DC-3, a Boeing 747, or a Piper Arrow; whether we drive a Peterbilt 18-wheeler or a Volkswagen; whether we use a hand drill or a computer-operated 5-spindle milling machine; addressing each detail will influence the quality of the work, and it can save a life.

Thoroughness Isn't a Habit, It's a Lifestyle

Mon, 12 Sep 2011 00:00:00 -0500

“How many times have you rolled the four-wheeler?”

My mind raced and then froze. I stammered something about the details of the first couple of times.

“Have you learned anything from it?” my boss asked.

It was a good question. The night before, I’d rolled his two-month-old Yamaha Grizzly while applying weed killer on rangeland pasture.

Quit Fearing the Boss

As I changed sprinklers that morning—and for several months after that—I sorted through the frustrations of not feeling trusted and of making so many stupid mistakes.

First, I realized responsibility is something you take in the moment, not just when problems emerge later. If I had applied the mental and physical energy my mother taught me to apply, the whole story would be different. But I got distracted.

My boss would give detailed instructions and then summarize by saying “whatever’s easiest.” He probably meant for me to apply some initiative and ingenuity, but I started trying to avoid noticeable mistakes instead of taking responsibility for each challenge.

Take Pride in the Process

Second, I made it my goal to set high standards and finish tasks to my satisfaction instead of worrying about what the boss thought or how he would do it. So when I worked for another farmer the next spring, I tried to understand each task: the ultimate objective, the mistakes to avoid, and the best way to accomplish each step in the process. Instead of memorizing step-bystep instructions, I thought it through until I knew what we wanted and how to get there.

Certain tasks are more fun than others. The important thing is to recognize the intrinsic value of each task and care enough to pursue that value.

Quit Fearing Results

Third, I started to see results—including whether my boss trusted me—as feedback, sometimes indicating where I could improve and sometimes revealing factors beyond my control. It was easy to feel demoralized when the boss didn’t trust me. But it was also hard to blame him, and exhortations to “pay attention” or “believe in yourself” made me wonder what I should be focused on and how believing in myself would help when I was part of the problem.

In order to break that downward spiral, I needed to focus on the process, listen to what results could tell me, and then get back to work on the process.

Getting It Right

Mon, 05 Sep 2011 00:00:00 -0500

What a relief! The big proposal got out the door just in time. After putting it all together on such a short timeline, you can finally breathe.

Days later you discover your firm was not awarded the project. You have worked with this client before and they seemed happy with your team, so what happened?

It’s time to review what was submitted and put together a plan to improve the quality of your work.

Did you include all of the documents and attachments requested?
Were paper stock, fonts, layout, and print resolution carefully considered?
If templates were used, were all names and references updated and revised?
Was the mandatory deadline met?
KEY TIP: Always have two or three others proof your documents far enough in advance for corrections and additions to be made before you seal the envelope.

If you fulfilled the technical obligations, your next step is to revisit your soft skills. This list has been a tremendous help to me through the years.

Always listen to your clients wishes and address his or her concerns and questions. This is crucial. If your focus is not in line with what the client needs, your proposal will not be fruitful.

Attend meetings and events, prepared to form solid business relationships. A personal investment of time and energy in the community will bring lasting rewards to all parties.

Accept constructive criticism. Stop, look, and listen. Being teachable will help you in every area of your life.

Apply what you have learned. Is there someone else in your company that is better suited for presentations? Are you open to input from others or additional training if needed?

Appreciate others’ abilities and allow them to be utilized. Everyone needs to feel appreciated. Let a colleague or employee put his or her skills to the test.

Ask! Most of us don’t like to admit when we don’t understand something or need more information. Successful people take the time to stop and ask for clarification or additional assistance to get the job done right!

Whether you deal with customer service or are completing an application for scholarship or employment, exercising thoroughness will boost your chances for success.

Course Corrections

Mon, 29 Aug 2011 00:00:00 -0500

Some people know exactly what they want to do and it works out for them. Some make a business plan…and it succeeds.

For most of us, however, success depends on our ability to make adjustments as we go. For us, the chief value of planning isn’t the plan itself but the knowledge we gain, which we can then use as we revise the plan.

Know yourself and your situation. In his Harvard Business Review article, “Managing Oneself,” Peter Drucker wrote, “Successful careers are not planned. They develop when people are prepared for opportunities because they know their strengths, their method of work, and their values.”

When you’re comfortably drawing a regular paycheck, it’s easy to become complacent. Always check your perceptions against reality. Don’t assume your company will always pay you to do your current job. Keep improving your skills, and do more of what you’re best at. Find others who have talent where you are weak.

Let go of what is temporary. Change is mentally disorienting, emotionally painful, and generally hard to do. The more important the change, the harder it is to adjust. Death doesn’t remove the influence a loved one had on us, but when a loved one passes away, it takes time to adjust to not having the immediate connection.

The key lies in what we do as we’re letting go. You will be tempted to insulate yourself inside your comfort zone, to give up entirely, or to search for distractions to dull the fear, pain, and uncertainty. The quicker you can remind yourself of what is permanent, the better. Has someone rejected you? Remember you’ll probably be known not for those who rejected you but for those you helped.

Get creative. In his bestselling book, Who Moved My Cheese, Spencer Johnson tells the story of two “littlepeople” and two mice who lived in a maze and whose supply of cheese ran out. The mice took off in search of new cheese, but the two “littlepeople” had to deal with their fear of leaving their comfort zones and the uncertainty of searching the maze.

Many times we limit our options because we’re afraid; or we don’t exercise enough creativity. If you want to take your family to Europe for a vacation, figure out what you can sacrifice in order to save enough money to make that possible. If you will need additional education in order to adequately provide for your family’s future, find a way to get it done. If you need to talk to your spouse about something, find a way to bring up the subject.

Finding a Way

Mon, 22 Aug 2011 00:00:00 -0500

When lost, a person’s first response is to deny reality and explain away the evidence. As the realization that he or she is lost sinks in, the person usually becomes frantic. As the person becomes exhausted, he or she tries to form a strategy to make reality match his or her perception of where he or she should be. When this strategy fails, the person’s mental and emotional condition continues to deteriorate, and he or she reaches the final stage—resignation. In his book, Deep Survival, Laurence Gonzales documents his lifelong study of survivors and the reasons many don’t survive, even when they have the means of survival within reach.

Recognize your surroundings

Gonzales’ research points to a lot of factors—getting enough rest, using resources to best effect, having someone else to be concerned about, reorienting as quickly as possible to the new reality, and even appreciating the beauty of it. One of the worst things a person can do is to just keep pushing through. If you’re just reaching the base of Half Dome in Yosemite and a thunderstorm is coming up, the right thing to do is to find shelter, but if a person has already hiked miles anticipating the view from the top, the tendency is to get tunnel vision and ignore the developing threat.

But the wilderness isn’t the only place where human thoughts and feelings lead a person astray. In How We Decide, Jonah Lehrer uses the growing knowledge of neurology to draw a more detailed map of human decision-making.

As it turns out, the popular conception of reason and emotion in conflict isn’t quite accurate. The intuitive and the rational work together and support each other. It was his rational brain that saved Wag Dodge when he recognize he would not outrun the fire at Mann Gulch in 1949, and he quickly lit an escape fire and took shelter in the small burned area. It was intuition that alerted Lieutenant Commander Michael Riley that the radar blip moving toward the USS Missouri on February 24, 1991, was a missile, not a friendly aircraft.

**Think and feel**

The key to making better decisions is not to rely on reason or intuition, Lehrer says, but to recognize the situation and know which is more likely to lead to a better decision. When facing a decision with relatively fewer factors, taking a rational approach generally yields a better result. When facing a novel situation, it’s also a good idea to stop and think it through. When dealing with an area in which you’re an expert, your intuition is probably generally reliable because long experience has equipped the emotional mind to account for many more variables much more quickly.

Ask questions

Whatever the situation, a person needs to stay open to other possibilities. One study Lehrer cites discovered experts who appear more certain often make less accurate predictions…apparently because their certainty prevents them from seeing other possibilities. In order to avoid this, Lehrer says a person can intentionally entertain competing hypotheses and continually recognize what he or she does not know.

Though they rely less on neurological research and more on case studies of Costco, eBay, Patagonia, and others, John Mullins and Randy Komisar apply many of the same ideas to business planning in their book, Getting to Plan B. Instead of trying to answer every question from scratch, Mullins and Komisar recommend identifying analog and antilog companies. An analog company is already doing something the new entrepreneur would like to try.

If someone else is already doing it, and it works, it’s probably possible in the present case as well. An antilog company is an organization doing something the new entrepreneur believes could be improved upon.

Test ideas

By getting experience this way, an entrepreneur can answer a lot of the questions he or she has about the new business. And whatever questions remain become the entrepreneur’s “leaps of faith.” Once an entrepreneur has recognized what the “leaps of faith” are, Mullins and Komisar recommend setting up metrics to monitor the results and testing the model on a smaller scale.

This approach places the emphasis on what’s actually happening and allows an entrepreneur to tweak the business model in response to the real business environment rather than continue trying to work a flawed plan. One wonders what might be possible if more businesses—or even careers—adopted this way of doing things.

On the way to your Destination...

Mon, 15 Aug 2011 00:00:00 -0500

George had sought long and hard for the position, and he was excited about having secured an interview with the vice president. But on the morning of the interview, the northbound lanes of Interstate 5 were crawling at barely twenty miles per hour! He had directions to the company’s home office, but he was not familiar with Interstate 405, Interstate 605, California Route 91, and a host of other lines on the confusing map.

He thought he still might make it on time…until he saw a woman standing by her car with a flat tire.

George always wanted to help others, but if he stopped now, he would be at least twenty minutes late. That would kill his chance of employment with this company, and his emotions yelled, “This isn’t the time to stop to help anyone!” George had about thirty seconds to make the decision. “I would really like to help, but I don’t have time,” was the thought reverberating through his mind.

George finally decided to stop to help the woman, getting dirty in the process. The woman was very grateful and offered to pay George for his help. She also was late for her appointment. George refused the money, but now he needed to stop and wash up. He wished he had clean clothes, but that was impossible at this point.

George finally reached his destination and found a distant parking spot. Feeling this interview was most likely going to be a waste of time, he was satisfied that at least he enabled someone else to reach her appointment.

But imagine the surprised look on two people’s faces when George—over thirty minutes late with black smudges on his suit—walked into the office to meet the vice president…who was twenty minutes late because she had a flat tire!

George was hired on the spot. The vice president knew George was well-qualified for the position and had the additional quality of flexibility, which would be needed in the company’s complex and changing environment.

Flexibility is a much-needed lubricant that helps reduce the friction in life.

Trustworthiness Before Flexibility

Mon, 08 Aug 2011 00:00:00 -0500

We are often asked to be flexible when the projects we are working on are unusually challenging and complicated.

I recall talking with a four-star general about planning for war. He believed planning was very important but also understood that all plans are subject to change as soon as the shooting begins. Consequently, in preparing for battle, developing a war plan is important but not nearly as important as cultivating a culture of trust and discipline.

In a similar way, in companies and non-profits, we make plans according to what we know, but we anticipate change based upon the actions of others. Our plans may be changed by a weak economy, an unusually large order, a new product or service launched by a competitor, or a supply chain interruption. When these things happen, it raises our stress level and tests the strength and resolve of our teams. In these moments, teams that do not trust one another tend to fail because they do not have the trust needed to be flexible when the pressure is high.

Whether it be on a battlefield, a conference room, or in a manufacturing plant, it is much easier to be flexible when working with people we trust. Here are two key points for leaders who desire greater flexibility in their organizations:

Being flexible requires keeping the big picture in mind. Embracing flexibility is much easier when the goal is clear. If you are working somewhere where the goal is not clear, take the initiative and respectfully ask for clarification. If you are in a position of leadership, you cannot expect others to be flexible if you have not communicated the goal with great clarity. When the goal is understood and you are working in a culture that embraces character, it should create an environment in which innovation, flexibility, and creativity flow freely.
Asking others to remain flexible is much like saying, “Trust me.” People are much more likely to remain flexible during difficult times when they trust others and believe those asking them to be flexible are not interested in wasting their time or energy.

I recall at an early point in my career when I nervously asked an employer for a promotion. He responded that he “couldn’t yet” but also said, “I will just as soon as I can.” Because I trusted him, I chose to remain flexible, and did not get overly upset when I had to adjust my plan and wait for the right moment. Thankfully, I didn’t have to wait long, and the promotion he had in mind for me was a better opportunity than what I had requested.

It is important to focus on being people of character who are committed to doing a good job. Over time, this level of consistency becomes one’s identity or personal brand.

Nurturing a culture of trust is always worth the investment!

Change and Grow

Mon, 01 Aug 2011 00:00:00 -0500

Change is one of the most valuable growing experiences of life. When I first arrived in northwest Florida, a resume did not count. Most folks wanted to know who my parents were, where I went to school, etc. I commonly heard, “You’re not from around here, are you?”

For several months, I adapted to staying with family and was grateful for their generosity, but we were somewhat “space challenged” in their “mobile mansion,” and they were stretched financially and needed their privacy.

Finally, I secured an interview at a big box store. “You do have years of retail and management experience, but we only have part time openings at this time,” the assistant manager said. I challenged them to hire me to fill two part time positions within the same store, and it worked.

The company’s management team and human resources personnel showed flexibility, finding two positions available that would suit my skill set and revamping both schedules to achieve appropriate customer service. I demonstrated adaptability to accommodate the company’s needs and policies. That was over a decade ago, but I am so thankful for lessons learned that continue to help me through diverse situations today.

How can you demonstrate flexibility?

Prioritize

Don’t waste energy complaining about your circumstance or event. Put that energy to use by writing down solutions or goals—short and long term—and immediately identify what can and cannot change.

Adapt

You may not be able to afford that big family room addition you planned. Instead, rearrange the existing family area, get rid of unnecessary clutter, get a wall mounted TV/stereo, organize what you have, and be amazed at how much larger the room will look and feel. Adapt to living in a more streamlined or scaled down atmosphere.

Prepare

Many families are now faced with adult children coming back home or elderly parents that need assistance. How much storage space will be needed? What about medical issues? Where do I get help?

Evaluate your surroundings. Make any necessary adjustments, and prioritize remaining needs to tackle in the future. Reduce your “fear factor” by being prepared to take life as it comes. The key to reducing negativity is to communicate early and often. Lay ground rules, and know that these can change.

Making the Best Use of Resources

Mon, 25 Jul 2011 00:00:00 -0500

Thrift is an old word that seems to have come back into style in recent years. Whether in response to the recession, increased environmental awareness, or uncertainty about the future, the concept of thrift is making a comeback.

At its core, thrift is simply making the best use of resources. When I think of thrift, I think of my grandmother who grew up in the Great Depression. She was the master at stretching a dollar as far as it could possibly be stretched. Years after she no longer had to worry about her financial future, she continued to practice the character quality of thrift. She enjoyed nice things, traveling, and blessing others, but she rarely wasted her money. In her mind, the choice to be thrifty was not about how much money she had in the bank; it was about a way of life.

In most organizations, if the CEO made a speech about the need to be thrifty, there would likely be a mixed response. Many would wonder if the company was having financial trouble and if this was the CEO’s attempt to “sell” a new set of cost-cutting measures. For many people, the concepts of “being thrifty” and “being cheap” are synonymous.

If this has been your experience, I understand your reluctance to get excited about the concept. But with that said, thrift does not mean cutting corners or being forced to do more with less. In fact, the character quality of thrift does not necessarily mean you will use fewer resources; it means that you are committed to making the best use of the resources you have. It could be argued a thrifty person actually invests more money on training programs, new technology, or other things that could bring a greater return.

For most organizations, a focus on thrift likely means spending more time on planning. Instead of making purchases on an impulse or while in a state of crisis, these organizations spend more time researching what they truly need. As a result, they make more informed decisions. Over time, the organization creates a culture where making the best use of resources becomes a social norm.

Many of the people and organizations I regard as thrifty do not choose this lifestyle because they lack resources to do otherwise. As business owners, they understand the value of money and do not want to waste money on things that are not needed. As employees, they view themselves as stewards of other people’s property and consider it wrong to waste other people’s resources. In all cases, these folks are thrifty because they believe this behavior is consistent with who they want to be.

Dave Ramsey on Financial Responsibility

Fri, 22 Jul 2011 00:00:00 -0500

Dave Ramsey is a personal money-management expert, national radio personality, and the best-selling author of The Total Money Makeover. Ramsey teaches people to live well, give generously, and take care of those they love.

How big a role does thriftiness play in becoming financially responsible and secure?

Ramsey: Being financially responsible requires living within your means. Whether you make $20,000 or $200,000 you have to create a budget and make sure you spend less than your income. For some people this doesn’t require being thrifty, but for others this may mean using coupons or shopping at discount stores.

When facing economic downturns, rising fuel prices, and job insecurity, what are three ways a person can practice thrift in daily life?

No matter the state of the economy, it is important for people to live on less than they make, save for purchases, and avoid credit cards and debt.

I know people that have been doing this for years and they aren’t scared about the economy or a possible job loss, they are debt-free, and have an emergency fund in the bank. If you are struggling to make ends meet, sit down and create a plan for your money, also known as a budget. Often times people actually find they have more money than they thought.

What is a good starting point for a business just starting out in being thrifty?

There are a lot of new businesses that go broke because they think they need the best of everything in order to make money. If you are just starting out, look for used office furniture and equipment. I once was able to buy brand new office furniture for pennies on the dollar because another business jumped the gun on buying their furniture. There are always deals, but sometimes they require patience.

How do you practice thriftiness in your life?

After going broke, my wife and I were constantly being thrifty. We shopped at consignment stores, bought used furniture, and my wife became an expert at couponing. I don’t have to be thrifty now but I still negotiate the price of large items. I love to get a good deal.

How can people embrace a thrifty mindset and still maintain a generous attitude toward their families and those in need?

Being thrifty doesn’t mean holding your money with a tight fist. Whether you are practicing thriftiness or not, it is important to maintain a generous spirit. If your budget is tight, you don’t have to give in the form of money. You can use your thriftiness in order to give toiletries, clothing, or your time. If your family is asking for money that you are not able to give, do not feel pressured. It is better to say no than to stretch your own finances and possibly damage that relationship.

Make Thrift a Family Tradition

Mon, 18 Jul 2011 00:00:00 -0500

Growing up on a dairy farm in the glacier-sculpted hills of upstate New York, I became familiar with thrift at an early age.

My parents met in grade school and later became high school sweethearts. Dad joined the U.S. Navy and graduated from Cornell University with a degree in architecture.

But life doesn’t always follow the scripts we have in our minds. My paternal grandparents needed Dad’s help on the family farm. “Just for six or eight months, Ray,” they said. Twenty years later, Mom and Dad were balancing farm life with six children and serving in the U.S. Navy Reserves.

Mom shared the gift of thrift with all of us. We recycled before it was the trend. The oldest sisters’ clothes were altered, updated, and shared with the younger ones. Gift wrap was carefully removed and stored for future use. We used coupons. If there were leftovers from an evening meal, they were reinvented, not thrown out. Holiday gifts were homemade, and birthday cakes were made in the kitchen. Back-to-School shoes came from a small local shop. Our pantry shelves were never bare. Hard work and detailed planning enabled us to can jars of vegetables and fruits harvested from our garden.

Kitchen

Stale crackers or potato chips? Spread them evenly onto a baking sheet and toast them until crisp. Place in a resealable plastic bag and crush to use on top of a favorite casserole, or roll chicken legs in the crumbs for tasty, crispy chicken!
Stretch your grocery dollars. Purchase some powdered milk, and use it for recipes that require milk. Make a gallon of milk go a bit farther by adding one quart of the prepared powdered milk to three quarts of regular milk.

Office

Need a new desk? Frequent your local thrift store or “going-out-of-business” sales. One fabulous and functional desk was formerly a bedroom door, painted, lacquered, and attached to a pair of two-drawer filing cabinets.
Rescue an old buffet, refinish it, and make it into a new storage/credenza/work space.

Entertainment

Ride a bicycle!
If it works for your family, discontinue monthly cable/ satellite television services.
Don’t rent expensive movies. Look for classics, old comedies, musicals, documentaries, or last years’ block busters at your public library.
Play some cards or board games, or read books. Rediscover the simple things!

Bed, Bath, and Way Beyond

When you can’t shake any more shampoo out, add a bit of water and shake vigorously for one or two more lathers.
Paint with neutral colors and choose classic fixtures. It’s much easier on your wallet to add trendy hand towels, colorful clearance window treatments, or shower curtains than to fully re-do the bath.
Purchase fun new bedding on sale and create the look of a mini makeover in your bedroom.

Lawn and Garden

Buy summer items at the end of the season and winter items when you are longing for a patio umbrella. I can’t stress this one enough.
Save your grass clippings and leaves. They can be used for mulch in the flower beds or to start a compost pile.
Several varieties of flowers are natural bug repellents. The marigold and geranium are a couple of potent options.
Plant several flowering annuals together for dazzling container gardens. An herbal container garden is a fragrant way to greet visitors and add flavor to home recipes.

Is Thrifty The New Trendy?

Tue, 05 Jul 2011 00:00:00 -0500

It is hip to be thrifty these days. Many people are tossing out Vogue and reaching for a copy of Real Simple. Shopping for bling has lost its luster, and extravagant perks are no longer an entitlement in executive pay packages.

A new role model has emerged for the rich and famous—the Oracle of Omaha, Warren Buffett. With an estimated worth of $62 billion, Mr. Buffett lives in the same house he bought in 1958 for $31,500. He gives away 83% of his earnings to the Gates Foundation.

Though most of us don’t have money to burn like Mr. Buffett does, he represents a trend that is catching on. According to the July-August 2009 Harvard Business Review article, “Understanding the post-recession consumer,” a desire for thriftiness is likely to prevail long after the recession has ended.

Why? Because even before the recession hit, wealthy consumers were growing tired of excessive consumption. Nowadays, “discretionary thrift is acceptable–even fashionable.”

Dave Ramsey’s Financial Peace series has helped educate consumers, teaching them the difference between “gotta have it” and “wanna have it.” The new skills have fostered an appetite for frugal living. Bargain hunting has become an art, fostering the accelerated growth of sites like Groupon and LivingSocial.

According to Steve Nguyen’s blog post last year, “Consumerism & Affluenza–How Society Shapes Our Thinking about Happiness,” since 1950, Americans used “up to 20 tons of basic raw materials annually, disposing of 7 million cars a year and enough aluminum cans to make six thousand DC-10 airplanes.” In our craze to have instant material gratification, Nguyen argues we have lost important character traits like patience, contentment, and self-control.

Coupled with a desire to protect the environment, the crash cash diet brought on by the recession has caused Americans to develop healthier survival skills for the future. In the workplace, this translates into sensible staffing levels, reasonable compensation, tightening of travel and entertainment budgets, carefully researched purchasing decisions, and even adjusting the thermostat to save energy.

Calvin Coolidge said, “Industry, thrift and self-control are not sought because they create wealth, but because they create character.” Maybe what we have lost in cash flow will help us make more prudent decisions to guide our lives, businesses, and economy for years to come.

Lessons From the World Cup 2010: An interview

Mon, 27 Jun 2011 00:00:00 -0500

In this interview with Heideli Loubser, Mario and Desmond Denton reflect on the 2010 FIFA World Cup in South Africa and the lessons to be drawn from it.

Heideli: Mario, being involved with HR and people and change management for over twenty years, what would you define as the core value that led to the success of this World Cup?

Mario: Beyond a doubt, teamwork. Ryunsuke Satora states this beautifully by saying that “Individually, we are one drop. Together we are an ocean.” Winning the rights to host the World Cup was only the beginning. For us to be able to succeed we had to work together.

The people of South Africa were the “true stars” of the World Cup, after they united to prove that South Africa was capable of hosting a world-class event.

Soccer is a team sport. A star individual can be a great benefit, but without a team…his/ her efforts will have little effect. Superstars or not, we all have a role to play. Team spirit beats individualism. "Talent wins games, but teamwork and intelligence wins championships," said Michael Jordan. It is fascinating to see how people can sit around and expect others to take action. People get stuck in the bystander effect.

Heideli: The bystander effect?

Mario: Yes, the bystander effect is a social psychological phenomenon in which individuals are less likely to offer help in an emergency situation when other people are present. The probability of help is inversely proportional to the number of bystanders. In other words, the greater the number of bystanders, the less likely it is that any one of them will help.

Do nothing, and nothing gets done; do something, and many things get set into motion. A body in motion tends to stay in motion, and a body at rest tends to stay at rest. We can't sit around expecting others to do the rescuing. We have to break out of our inertia and take action. I am truly passionate about people and their energy potential and want to encourage people to truly live a successful and even significant life. With this World Cup we saw how people from all over opened their hearts and welcomed the world in a great spirit. We all have a role to play. Inside all of us is the potential for greatness.

Heideli: It is clear that you are excited about the potential in individuals. Do you think we often look past this crucial point of developing ourselves and our country?

Mario: Indeed, It is crucial that we know our team members' design, to align a “player's position to his talent”. In line with their physical strengths and talents, top soccer players sooner or later specialise their game to become a goalie, a defender, a defensive or offensive midfielder, or a striker. World Cup-winning sport coaches have a skill for selecting a team line-up that brings out the best in each player and the team. In an innovation project, you need to put the right man on the right job, too. A balanced innovation team comprises a mix of good theorists, explorers, visionaries, experimenters, collaborators, promoters and organisers - and of course a good director that guides and coaches the team.

Ask yourself and your team the following questions: What do you know about the personality type, the strengths and weaknesses, the knowledge, skills and experience repertoire of each person in your team? How can you reposition some “players” to boost the performance of both the individual and the team? And who is the best man to coach your innovation effort?

Heideli: Wonderful. That reminds me of one of your favorite sayings Mario, that one stops learning only on the day you die. What about you Desmond? Being a storywriter, what will you remember best about this World Cup?

Desmond: The value of failure.

Heideli: What do you mean?

Desmond: Indeed, most cultures are all about winning, whether it is for an election, rugby or even in films. It seems that the one thing that is drilled into us daily is the value of winning. Yet somehow, we look at “losing” on the other hand as a source of shame and bitterness. I recall sitting in anticipation on July the 6^th, 2000, awaiting the decision on the hosting of the 2006 Soccer World cup. One vote abstained changed the balance in favor of Germany. This was a big “failure” served to South Africa who had worked hard on the bid. The hope of the African continent was shattered in this moment. Yet, as in all good stories, this was only the beginning. As all heroes in stories, South Africa had to find the strength and courage to stand up again. Little did we all know that by persevering in this goal we would soon experience a miracle, and a story to be told for generations to come.

Another great example of this perseverance can be found in the example of our own leader and icon, Nelson Mandela. He spent a great deal of his life in prison for a dream, a dream to unite a country. He said: “There is no easy walk to freedom anywhere, and many of us will have to pass through the valley of the shadow of death again and again before we reach the mountaintop of our desires.” For 27 years all he could dream of was freedom, but little did he know what his dream would entail. Mandela was driven in a small golf cart alongside his wife Graca. He was welcomed by the loud noise of the roaring crowd and vuvuzelas. "It's time for Africa!”

The lyrics of the soccer theme song WAKA WAKA resonates this truth in its lyrics:

You're a good soldier
Choosing your battles
Pick yourself up
And dust yourself off
And back in the saddle

You're on the frontline
Everyone's watching
You know it's serious
We're getting closer
This isn't over

The pressure is on
You feel it
But you've got it all
Believe it

When you fall get up

Heideli: Mario, now that the final whistle has blown, where do we go from here?

Mario: Tackling the “character gap” must be our common goal. Many see Africa as a dark continent, but it is actually a place of opportunity, a place filled with incredible potential leaders standing strong in character to make a significant difference. “Coming together is a beginning. Keeping together is progress. Working together is success.” - Henry ford. Let's make the difference.

Each and every one of us will need to play our part in ensuring that change for the better does indeed come about. Moaning, whining and apportioning blame will not solve the problem and must be replaced with courage and action! As people care about integrity and relationships, organizations will improve customer service, retain good people, strengthen teamwork, and build goodwill in the community. But the greatest benefits of a character emphasis come when a person forgives instead of sabotages others, takes responsibility instead of neglecting family members, or tells the truth instead of betraying a customer's trust.

We need men and women of honour, of character from all ages and backgrounds to take advantage of the opportunities that exist to make a difference. We all have incredible potential and capacity to greatness, but only those who cultivate it will become truly effective.

Heideli: In a recent interview in the McKinsey Quarterly, Deputy President Kgalema Motlanthe illustrated the need for character training when he said the following: “We are struggling ourselves, as a new democracy in South Africa, to restore values … Values are never a given. They have got to be developed, worked upon, and consolidated on an ongoing basis. Because if at any given time we as a society or as sections of society become complacent about them, we run the risk of losing them…. We are therefore duty bound to try at all times to bring to the fore the values that bring us together as fellow South Africans, as human beings, united in our diversity.” What does this statement mean to you?

Mario Denton: The challenge raised by Our Deputy Minister is not a new one. As a diverse country we have had a record of being very religious yet treating each other in the most appalling ways. We have used our differences as an excuse for checking our morals at the door when dealing with those different from us. Our ability for doing this so well over the centuries and decades that shaped our history has made us experts in believing one thing and doing another.

But the real process of bringing this country back to its moral center has to take place at different levels: First and foremost, each and every one of us needs to go on a personal journey of aligning our character with our actions. Let me illustrate this by using the iceberg analogy: It is said that an iceberg has over 90% of its weight below the waterline and only 10% of it shows above the surface. The 90% that is below the surface is like the values in our lives that shape our behavior. I am sure that many South African leaders, when asked about character principles, claim to believe in them. But upon closer inspection one finds that there is [a] big gap between this belief in character principles and the reality of our actions. Personal transformation is necessary on an individual level.

It is my strong belief that we can create a moral society that is diverse and a true example for the whole world….

Learning Joy the Hard Way

Mon, 20 Jun 2011 00:00:00 -0500

For a big chunk of my life, I scoffed at the notion that one can choose and practice qualities like satisfaction and happiness. I had to learn—the hard way.

A Tough Lesson
On December 5, 1987, I fell from a roof while installing Christmas lights. Later that day a doctor informed me that three shattered vertebrae in my neck had damaged my spinal cord. I confronted the specter of life in a wheelchair, permanently paralyzed below my chest.

That’s a curious place to begin the journey toward learning joy, but that’s precisely what happened. The first lesson in a demanding curriculum came from a physical therapist named Leonard.

More than a year after my accident I still invested more energy in seeking sympathy than working to get better. Leonard was the latest in a series of therapists who tried to help me adjust to life with paralysis. We had an unspoken agreement: they worked hard while I complained and made excuses. Leonard tolerated this unproductive waste of time for a few sessions, but his patience faded quickly.

One day as I complained about the tasks I couldn’t accomplish with my damaged body, he stopped and sat down with a blank sheet of paper. On one side, he drew a circle around “10,000.” He said, “I want you to imagine that this circle represents all of the things you could do before your accident.”

Then he turned the paper over and drew a similar circle with a pie-shaped wedge removed. “You just lost a lot of things, and you may never get many of them back. That’s horrible, and it’s just not fair. But now you need to make a decision.

“You can spend the rest of your life griping about the two thousand things you lost, or you can focus on the eight thousand that remain.”

Realistic Optimism
It took several years, but 8000/2000 eventually became my mental guide to realistic optimism.

Life is not a trip on the Good Ship Lollipop. Accidents occur. Evil exists. Difficult, tragic circumstances are part of the journey. Denial doesn’t alter this painful truth. Fake joy isn’t joy at all.

Life in a wheelchair is not inspirational. There’s nothing heroic or romantic about illness, disaster, and failure. Pain hurts.

Leonard taught me that I could acknowledge and grieve the loss of 2000 without losing the promise and possibility of 8000.

Nobody claimed that developing character is easy. But, as Leonard told me, every circumstance presents choices.

What’s the 2000 in your situation? What’s the challenge, the pain, the loss? Don’t pretend or deny. Acknowledge it, grieve it, get angry about it.

What’s the 8000? What’s the opportunity, the possibility, the promise? What dreams remain?

Make a tough decision. Look closely at the 8000. Focus there. Not because it’s easy or because it feels natural, but because that’s where joy lives.

I don’t like my wheelchair. But I’ve learned—the hard way—that I can focus on the 8000 and discover hope and satisfaction and joy.

Happiness, Sorrow ... and Joy

Mon, 13 Jun 2011 00:00:00 -0500

My wife and I were studying temperaments and personalities some years ago. Of the several classifications we studied, the easiest to understand was the one illustrated with animals—the Lion, Otter, Beaver, and Golden Retriever.

Of these, the Otter is the life of the party. I’ve heard more than one person say, “The otter is the party!” They are often the comedians or comediennes. They know how to insert humor into almost any serious situation. They are always ready to help us see the brighter side of life, and society is truly blessed to have them. But there is often another side to the Otter.

I remember Lucille Ball of I Love Lucy fame. She was one of the best comediennes in the business, and she could give the audience a good belly-laugh in the midst of personal turmoil. What is not widely known is that Lucy filed for divorce from Desi Arnaz the day after filming the last episode of The Lucy-Desi Comedy Hour.

She did not publicly dwell in self-pity, but she was deeply hurting inside. Though she put on a happy front, her private life revealed a hollowness that happiness could not fill.

The root word for “happy” is “hap” and it means chance, occurrence, circumstance. So we are happy because of what is happening to us. Happiness is a temporary emotion due to pleasant circumstances (watching Lucy made us happy), but it does not sustain us in difficult times. We need something that will help us transcend the difficulties, even the tragedies of life.

Joy is a stable outlook on life. Where happiness could be called the fluff of life, joy is the meat and potatoes. I was not happy when my father died; but I am joyful that he fulfilled his purpose and accomplished his goals in life. Even missing my father does not make me unhappy because I overflow with joy when I think of his character and the memories he left behind.

How we react when things do not go our way reveals whether we live with happiness as our goal—or with joy as our foundation. One memory of dad involved a time when I came to him crying. He asked me if I wanted to be happy or to be content as I faced the problem and grew through it.

I like being happy; it is fun. But joy provides a solid foundation that helps me maintain a good attitude, even when faced with unpleasant conditions.

An Attitude Worth Catching

Fri, 10 Jun 2011 00:00:00 -0500

I am sitting at Gate 3 at the Will Rogers World Airport, and I am waiting to board an airplane to Chicago. When I checkedin two hours ago, I was notified my flight had been delayed. Considering I am scheduled to speak in Wisconsin in the morning, I am hopeful the delay will not mean I will miss my connecting flight. It’s going to be tight.

This month, we are focusing on the character quality of joyfulness, which is “maintaining a good attitude, even when faced with unpleasant conditions.” When I learned my flight was going to be delayed, I told myself to focus on having a good attitude. It was working pretty well until I was mistakenly notified thirty minutes ago that my flight had been cancelled.

I asked the airline representative what my options were, and he said unconvincingly, “I’m sorry, but you’re going to have to go back to the main ticket counter and have them give you a new ticket.”

When I asked if that meant going through security again, he replied, “Yes. I am sorry, but you should be able to get the next flight.”

When I got to the main ticket counter, the agent said, “Well, it looks like your flight was delayed but not cancelled. You’ll need to go back through security.”

I smiled. I wish I could say it was because I have mastered the ability to maintain control of my emotions at all times but that would not be true. The reason I chose to maintain a good attitude was because of an e-mail I got this morning from a dear friend of mine who is battling cancer.

When I watch people who have chosen to endure difficult seasons of life without becoming cynical and bitter, it is an inspiration to me. When we witness others choosing to maintain a good attitude in the face of personal loss, illness, or setbacks, they teach us how to react with grace and purpose.

Yesterday my friend had surgery for breast cancer. Today, she sent an encouraging e-mail to her friends who she knew would be concerned about the outcome of her procedure. In the midst of her suffering and against the backdrop of great uncertainty, she sent an upbeat e-mail stating that things had gone well and thanking her doctors by name.

It made me think. If she could choose to be joyful when diagnosed with cancer, perhaps I could choose to be joyful when my plane has been delayed 90 minutes. Consider how you could be a source of inspiration to your friends, co-workers and family by adopting the character quality of joyfulness.

Attitudes are contagious—and this one is worth catching.

Look Beneath Surface Conflicts

Thu, 09 Jun 2011 00:00:00 -0500

When I was in training to become a mediator, one of my professors was fond of saying, “Go below the line.”

What he meant was that in most disputes, the issues being discussed were often only the “tip of the iceberg,” and if you really wanted to understand what was happening, you would need to go below the “water line” to explore the deeper causes.

One of the examples given in our class was a negotiation between a real estate developer and a widow who owned a prized piece of commercial property. The developer wanted to purchase the property to build a series of small shops and restaurants that he believed would build a greater sense of community in this growing part of the city. As he parked his car and began walking to the front door of the widow’s home, he noticed the house was in disrepair, the yard was not well-maintained, and the old Ford truck and the International Harvester tractor parked under the canopy near the house were covered with a thick layer of dust.

When he knocked on the door, the woman greeted him warmly although she didn’t open the door fully. He told her who he was and that he wanted to talk with her about her property. She said, “Well, I have been having some trouble paying the medical bills on time but I don’t think I would be interested in selling the property. This is where my husband and I raised our family and although he’s gone and the kids have moved away, I wouldn’t feel right about selling it.”

Our professor looked at us and said, “Selling this property, which was valued at nearly seven million dollars, could provide this woman the financial security she needs in her advanced years. She needs the money and knows that without it, the coming years will become increasingly difficult. Go below the line. What are the real issues here?”

Together with my classmates, we discussed the matter. What does it mean to sell the home where you raised your family? What does it mean to be a widow who wants to preserve her husband’s legacy but also needs to make ends meet? How could this developer approach this situation in a way that makes sense for everyone involved?

One of the classmates said, “We need a solution that allows her to honor her husband and her family while also giving her the financial support she needs. What if we could name the shopping center after her family, build a fountain in their honor for other families to enjoy in the future, offer to move her existing home to a new location, and still provide her a significant source of income?” He continued, “We shouldn’t approach this as simply a financial transaction; this is a way for her to honor her husband’s legacy.”

The professor listened to the proposal and smiled. He said, “Great work. That’s the way to go below the line.”

Thank you for being a part of the Character First community. We are grateful for you and appreciate your commitment to making character first!

What Happened?

Wed, 08 Jun 2011 00:00:00 -0500

Terry and I were at our desks preparing our notes for the meeting we would oversee later that day when the phone rang. Terry picked it up.

“Forklift accident? Where? Building 185 just to my west? When? Two minutes ago? Did you call 9-1-1? Good! I’ll be there within a minute.” That quick phone call changed the course of our day, but a quick error in judgment changed the course of a man’s life. Terry and I were the on-site fork lift trainers, and we would need to conduct our own investigation.

About fifty seconds later we were at the site. The 3,000 pound forklift had overturned, fallen down a three foot embankment, and pinned the operator to the ground. The upper carriage had fallen on the man’s head as he tried to jump out. Bad decision! The three of us at the site tried fiercely to lift the machine off the man, but our combined efforts could not raise the one-and-a-half-ton forklift. He was turning blue when the ambulance arrived a minute later.

Emergency personnel used a hydraulically operated inflatable device to raise the forklift a few inches and extricate the man. Then they administered CPR as they raced to the hospital. That man began the fight for his life and Terry began the task of unraveling the self-contradicting story given him.

In contrast to Terry, the other investigator was not familiar with a forklift. Therefore, the report he compiled of the accident was incorrect. The only eye-witness on the scene had given his account of what happened, but his story did not agree with the physical evidence our trained eyes observed. Incorrect data-gathering is a common occurrence in every-day reporting, therefore we needed an understanding of what really happened. But to figure it all out, we would need discernment as we observed the surrounding area, looked for clues, and asked the right questions.

Whereas the witness said that the forklift operator was licensed to operate the machine, the man had never taken the training, and we had not granted him a license. Whereas the witness said that the operator had simply misjudged his turn on the sidewalk and rolled over the embankment, the evidence showed that the operator had, in fact, backed up twenty feet, jumped the curb head-on, and lost control. Most forklifts such as that one have solid tires and no shock absorbers, so this machine physically bounced three times and lurched uncontrollably down the embankment. The man on the fork did not utilize the safety belt, and tried to jump free rather than hold on and safely “ride it out” as he should have done.

But why did the witness submit an untruthful account of the accident? There could be many reasons, but the primary one here is that he was trying to protect his friend and he felt that his sole testimony would not be overturned. Except for Terry’s discernment and asking the right questions, the man’s story might have been believed.

Folks in forklift training classes ask many questions—indeed as they should. Therefore not only did that incident change our day, it modified the way we taught forklift training; for we could, with great feeling, explain why certain rules are mandatory.

What about the man? This incident changed his life: 1) He was in the hospital for almost a year; 2) a team of doctors performed facial reconstruction on him; 3) his physical and mental abilities to drive any kind of vehicle were permanently impaired; and 4) he was on pain medication for a number of years. That is a heavy price to pay for poor judgment.

Making the Most of Your Strengths

Tue, 07 Jun 2011 00:00:00 -0500

The Gallup Organization identified 34 talents different individuals have—or don’t have—that allow them to excel in different roles. Gallup then designed the StrengthsFinder in order to help workers identify their strengths and focus on improving them.

In the book, Work Your Strengths, Chuck Martin and his associates list 12 “executive skills” neuropsychologists have identified. Then they researched which skills high performers had in various industries, departments, and positions. Readers can then take this information and seek job assignments where their skills can shine.

In Now, Discover Your Strengths, Marcus Buckingham and Donald Clifton argue workers should focus on strength development instead of trying to marginally improve weaknesses. Sometimes individuals can build support systems—using a schedule to overcome a lack of organization for example.

Sometimes a person has to get a little better and function at a baseline level in one area so that he or she can exploit strengths in other areas.

Sometimes a person might use a talent in planning and scheduling, for example, to overcome a weakness in task initiation. Sometimes a manager connects someone strong in a skill with someone weak in that area.

In his Harvard Business Review article, “Managing Oneself,” Peter Drucker suggests a feedback analysis approach to finding one’s strengths. Make a key decision; write down the expected outcome; and then compare expectations with results nine to twelve months later. As a person gains experience, he or she will begin to see patterns.

Drucker also asks workers to consider how they perform: whether they learn best by writing, listening, or reading; whether they do better in advisory or decision-making roles; whether they work better in a group or individually; and how they perform under stress.

Then Drucker adds another dimension—values. He’s primarily addressing specific beliefs about how business should be run. For example, a buyer who believes in supporting local producers might not flourish in an organization that focuses purchasing efforts overseas.

It’s relatively easy to recognize Steve Jobs’ ability as an entrepreneur, Michael Jordan’s talent as a basketball player, or Celine Dion’s power as a vocalist; it’s often harder to identify our own talents.

But if individuals can answer these questions, Drucker says, they’ll be able to see the needs in their workplaces and communities. And they’ll recognize what they can do, how their talents suit them to approach the challenge, and what results to expect.

How to do Constructive Correction

Mon, 06 Jun 2011 00:00:00 -0500

Correcting others requires discernment…on everyone’s part. Every situation is different, but the following principles can help us understand and deal with the root problems.

Prepare the Way

Try to build positive relationships before correction is needed, and reinforce good behavior with verbal encouragement. If it’s worth correcting, then it’s also worth praising when others do it right. Give clear instructions, and clarify they are understood. Document your expectations if necessary.

What are you doing to build good relationships with your people?
Do they know you appreciate them? Or do they hear from you only when they mess up?
Have you set clear expectations?
Do you consistently enforce standards?

Approach Wisely

Deal with problems when they occur instead of allowing them to grow worse. There is a sense of priority when you can say, “I just heard this,” or “I just saw this.” But take care not to respond in anger.

Be serious, not emotional. Give yourself time to calm down.
Check your tone of voice, and choose your words carefully.
Don’t say in public what you should say in private.
Be prudent; have a witness if necessary.

Clarify What Happened

Don’t assume guilt, and don’t rush to judgment. Ask questions to clarify the situation, and help those involved claim responsibility.

Was it an accident?
Were instructions given and understood?
Was it a careless mistake?
Was it a clear disregard for rules?
Is there a pattern of deceit or misconduct?
Is there something you contributed to the problem?
Were personal issues or outside pressures involved?

Focus on Character

Trace the person’s actions to the character issue. Tardiness shows a lack of punctuality. Falsifying expense reports is untruthful. Wasting time shows a lack of diligence. Incompleteness shows a lack of thoroughness.

Then ask questions that appeal to the person’s conscience: “Were you punctual?” or “Was that a truthful answer?” or “Was that responsible?” or “Do you see why that is unacceptable?” or “Were my expectations clear?” Focusing on character reveals not only what is wrong but also why it is wrong.

Allow for Restoration

Give others a chance to make it right. Work through the process of restoration, and remember…healing takes time.

Is there a real change of heart?
Should the person ask forgiveness of others?
What are the consequences?
Is restitution needed?
Should there be a probationary period?

Learn more about correcting for character in Tom Hill’s book, Making Character First, available at store.characterfirst.com.

Humans... not Machines

Thu, 21 Apr 2011 00:00:00 -0500

Each of us has unique gifts, abilities, personalities, and strengths. The key to successful achievement in life is learning to recognize your limitations and abilities—knowing what you can and cannot do.

How well do you know yourself—your character strengths and weaknesses, your skills and talents? Do you have realistic expectations of yourself? How do you go about goal-setting? These are questions that each individual must consider for himself or herself from time to time.

How do our limitations liberate us? Limitations remind us that we are human and not machines; they remind us that we need the support of other people to reach our dreams in life. We do not need to live under the burden of unrealistic expectations. Limitations are like a second conscience—a blessing and a guideline to balanced living!

Refer to your last 5-7 years. What would you say are some of your more important accomplishments? Write down 4 to 5 accomplishments.
What are some reasons for your success?
Were there unusual difficulties you had to overcome?
What two or three things do you feel you have learned?
What did you particularly like about the last 5-7 years?
There are always a few negatives. What would you say you liked least about your work experience the last 5-7 years?
What outcomes or results have not met to your expectations—things you planned to accomplish but failed to do?
What are some of the reasons for this?

Look at your health, your finances, every area of strength, and every area of weakness in your life. Take responsibility and do only what you are able to do within reasonable limits. Avoid taking risks at the expense of your health, quality time with your family, or your close relationships.

If you know what your abilities and limitations are, you can set goals for yourself that are achievable, boosting your confidence every time you reach them.

Too Much Self-Esteem?

Thu, 21 Apr 2011 00:00:00 -0500

Since the self-esteem emphasis took off in the 1980s, programs have taught students to think highly of themselves. Educators, coaches, and parents made extra efforts to give unqualified praise and avoid making students feel badly about themselves or their performances.

As this generation grows up, these attitudes become more prominent. In the April 20, 2007, Wall Street Journal, Jeffrey Zaslow reported some professors abandoned red pens in an effort to avoid negative student reactions.

Zaslow also reported major corporations “are hiring consultants to teach managers how to compliment employees using email, prize packages, and public displays of appreciation,” sometimes for little more than showing up.

Identify the Problem

In her 2007 book, Generation Me, Jean Twenge, associate professor of psychology at San Diego State University, notes how increased self-esteem does not necessarily correlate with academic performance, and she tracks an increase in narcissism among those who grew up under the self-esteem emphasis.

Twenge and her colleagues analyzed 15,234 responses to the Narcissistic Personality Inventory. They found average college students scored higher in narcissism than 65 percent of 1987 college students. Narcissism involves a lack of feeling for others, attitudes of entitlement, and belief in one’s superiority. These characteristics make it difficult for a person to work with others and maintain relationships.

See the Solution

These bad attitudes can appear to varying degrees in anyone’s life, regardless of age. Developing humility amid the prevailing self-centeredness requires giving others the respect you would like to receive and taking responsibility without requiring recognition.

Listen carefully, even when coworkers do not return the favor. Do not automatically believe criticism or compliments. Examine others’ statements for what you can learn.

Recognize those who help you or exert a positive influence in your workplace.

Look for good attitudes and character qualities in others and describe how each person has benefited you.

Give specific examples when the person’s words and actions demonstrated the good attitudes and character qualities you want to recognize.

Avoid inflated language. Overusing “awesome,” “terrific,” “fabulous,” and other such words will cheapen their meaning.

Only when you look outside yourself and consider the perspectives of others can you escape the prison of your own reflection.

This article is excerpted from library.characterfirst.com.

The Color of Humility

Tue, 19 Apr 2011 00:00:00 -0500

I know this might sound a bit odd, but when I think of the character quality of humility, I think of crayons.

I have two daughters in elementary school, and they love to color. To encourage their creativity, when they started school, we bought them both small metal boxes with their names on the lid and then filled them to the brim with crayons of every color.

Although we bought all of the crayons at the same time, if you opened one of their boxes today, you would find crayons that fit in three categories:

The first consists of a handful of pristine crayons that have rarely been used; the tips are still sharp; and the wrappers appear new.
The second group is the largest of the three. These crayons no longer appear brand new, the tips are slightly rounded, and the wrappers are slightly scuffed.
The final category contains the smallest number of crayons. These are the crayons that make the sky blue, the earth brown and the night black. Of the 120 “standard” colors produced by Crayola, these are the workhorses. The wrappers are gone, the tips are nonexistent, and several have been broken in half.

In many ways, the 49 character qualities are like crayons. Each quality is important, but some are used more than others. Of the 49 qualities, humility is among the most important because it provides the backdrop for so many other things. If arrogance destroys relationships, humility is the bridge that restores them. Humility is the antidote to cynicism and essential to building healthy teams.

Humility is found in the acknowledgement that our lives are intertwined with others. It includes the recognition that others have made investments in our lives that we cannot fully repay. The result of this acknowledgement is not simply gratefulness for what has been done for us; it is the realization that our quality of life is linked to the quality of our relationships. When we understand the value of relationships, it allows us to invest ourselves in the lives of others because we recognize such an investment is always worth the cost.

Thank you for your commitment. We are genuinely grateful for everyone who is a part of the Character First community and are humbled by your partnership!

Want to be a Superhero?

Tue, 19 Apr 2011 00:00:00 -0500

In the world of comic books, it is always the individual superhero that saves the day!

Let’s face it. Individualism is attractive and convenient. Teamwork comes with all sorts of complications and commitments that require hard work, conflict resolution, and at times bureaucracy. Surely, individual speed is more important than team collectiveness. But is this really true?

Individualism can produce quick wins but not sustainable results. Individuals may win games but it takes a team to win championships. Here are three telltale signs your team is not winning the championship.

Dominance by an Individual

He who shouts the loudest may not have the best ideas. Volume is not an accurate indicator of creativity. In my experience, the best solution is always one which takes into account the contribution of others and how the individual ideas fit together in forming a synergistic whole. As Amy Carmichael put it, “Those who think too much of themselves don’t think enough.”

Overconfidence in the Past

Humility requires that I recognize my limitations and not be stuck in the past just because “that’s how it has worked before.” How do I know whether I’m close-minded? Simple. I gauge my response to criticism—friendly or unfriendly. I must remain teachable and open, even in the face of criticism. Hard as it sounds, each criticism comes with a kernel of truth that will do me good if I learn to respond graciously. Build a team culture that listens.

Dependence on Status

Humility is acknowledging that achievement results from the investment of others in my life. There is really no such thing as a “self-made” person because we are all a product of what others have done for us. When in a team situation, do not focus on job titles or even academic qualifications; instead demonstrate the humility to consider the input of others. The team that wins is the team that values everyone as a contributing member, regardless of status, qualification, and experience.

The whole is greater than the sum of its parts. This is a strange saying that does not make sense mathematically, but from an experiential standpoint, there is a hidden energy that is at work when individual efforts are directed toward a common purpose. The key task for a leader, therefore, is to inspire individuals toward a common, inspirational purpose. The sense of being purpose-driven causes the synergistic outcome from a team of talented individuals.

Still want to be a superhero?

Life requires unsung heroes who are willing to take up unpleasant and lowly tasks without murmuring and complaining. The bigger picture infuses someone who is humble with a passion to do what is right, even if he or she does not receive the credit for it. What matters is that needs are met and solutions are generated for the greater good.

This is my definition of what makes a superhero. Are you up to it?

Excellence Requires Courage

Fri, 25 Mar 2011 00:00:00 -0500

As I type these words on my laptop, there is a little button in the upper left corner of my screen marked “B.” Clicking the B button will cause everything to be written in a heavier and more noticeable font style.

When we type in bold, it’s meant to cause those words to stand out. In a similar way, people who practice the character quality of boldness often stand out in a crowd. They are noticed because of their willingness to risk failure or embarrassment and to override the natural tendency to “go with the flow.”

When I think of individuals and organizations that demonstrate the character quality of boldness, several examples come to mind. One example is David Green, founder and CEO of Hobby Lobby. When he and his wife, Barbara, decided to start their business back in 1972, they did so against the odds. Even though they were hardworking and industrious, I doubt even their closest friends would have imagined a company with 300 square feet of retail space would become a multi-billion dollar operation within one lifetime. By practicing the character quality of boldness, however, they were willing to face their fear of failure and pursue their goals. By sticking to their values and working together as a family, they have quietly built one of the world’s most successful retail chains.

When the economic downturn would lead most decision-makers to be cautious about giving raises to employees, the Greens continue to invest in their people.

They have continued to increase the pay for their hourly workers; they currently pay their employees 52% above the minimum wage.

Another bold decision was to provide employees at their corporate office in Oklahoma City a state-of-the-art health clinic. Perhaps the most obvious bold decision was the closing of all their stores on Sundays to give employees more time with their families.

Another example of boldness is the great work being done at Kansas Aviation in Independence, Kan. I recently had the opportunity to tour their facilities and was stunned by their innovative approach to business. The folks at Kansas Aviation are determined to be the best in their industry, and by all accounts, it seems they are the company to beat.

As you know, it takes a great deal of courage to step out on a limb and boldly state that you are committed to being the best. What’s all the more amazing is that it’s not just their products that are recognized for being world-class but the quality of the people making their products. I can’t imagine anyone touring Kansas Aviation without being inspired by what’s happening there.

I’ve run out of space, but I’ve not run out of stories about inspiring leaders and organizations across the globe that are committed to boldly setting their own course in pursuit of personal and professional success.

Thank you for being a part of the Character First community.

Cultivating Courage in Business

Wed, 23 Mar 2011 00:00:00 -0500

The odds were against Cynthia Cooper. Raised in a small town and having a humble demeanor, she probably never dreamed she would be featured on the cover of Time magazine. But in 2002 her courageous whistle-blowing halted an $11 billion fraud committed by her boss and co-workers at WorldCom.

She was ostracized by peers and received international media scrutiny. While it is unlikely we will ever face the kind of drama that she encountered, there are valuable lessons that can be applied to daily life.

First, Ms. Cooper thoughtfully considered alternatives and bravely questioned her higher-ups before reporting the wrongdoing. She did not rush to judgment, nor did she allow her superiors to undermine her confidence. She demonstrated that courage is not a form of arrogance or rashness.

Second, Ms. Cooper tackled this daunting challenge understanding that the consequences of her actions could be a loss of work. In contrast, one WorldCom colleague went along with the illegal scheme in order to protect her employment status. A court later sentenced that associate and five others, including ex-CEO Bernie Ebbers, for their transgressions. Two different people having the same fears but taking two entirely different steps. What a difference courage can make!

Nobody is born with a sense of valor, but it can be learned. In her 2007 Harvard Business Review article, “Courage as a Skill,” Kathleen Reardon indicates courage is a decisionmaking process involving an ability to assess one’s own motives for raising sensitive issues and the impact of taking bold action. She suggests asking forthright questions to help individuals avoid emotional or impulsive actions. Some of these questions are paraphrased below:

What does a successful outcome look like in this high-risk scenario?
Does the contemplated action advance the group’s principles and values?
If my gain is personal, is it driven by ambition or by the desire to seek a greater good?

Business leaders can foster courage in their organizations by modeling positive behavior and by praising and rewarding those employees who bring errors to light. Managers can also put egos aside, letting it be known that they are open to suggestions, as well as constructive criticism. Fostering small acts of courage can lead to more prudent risk-taking that may ultimately save the company from embarrassing ethical breaches.

Courage When It Counts

Tue, 22 Mar 2011 00:00:00 -0500

In November 1950, 180,000 North Korean soldiers surrounded Col. Lewis “Chesty” Puller and the US First Marine Division at Chosin Reservoir. “We’ve got the enemy on our right flank, our left flank, in front of us, and behind us,” Puller said. “They won’t get away this time.”

Clarify What’s Important

It’s not that a courageous person has no fear, it’s that he or she values something else more than whatever causes the apprehension. If you value the mission of your company, you will tell the boss when you see something that could defeat the company’s goals. If you value integrity more than your reputation, you’ll learn from criticism instead of getting defensive. The more you care about family members, the harder you will work to restore relationships. And if you value humanity, you’ll stand up for the vulnerable and innocent.

Expect Resistance

It takes courage to step into harm’s way to serve and protect others. It takes courage to tell the boss about a problem; to hear someone criticize your faults; to apologize to a family member; to defend someone who is unfairly treated; to face fear and loss in pursuit of excellence. It even takes courage to change your diet, get more exercise, spend more time with family, or control your temper.

Prepare Yourself

You might not face a military threat, but the struggles you do face can be just as overwhelming. And if you don’t face your fears, you will start making choices to avoid them rather than overcome them.

What are you responsible for in this situation, and what is beyond your control? What’s the worst that can happen? What’s the best that can happen? What are you really afraid of? What’s most important? Do your fears reflect what’s really important, or are you worrying about less important things? What can you do next?

If you’re facing a big challenge, find someone who can give you good advice, hold you accountable, and encourage you along the way. If there’s a habit you want to quit, find something constructive to replace it. And when you think, “I can’t do this,” remember your reasons for beginning, the progress you’ve made, and why the sacrifice is worth it.

Moral Courage: Building Ethical Strength in the Workplace

Thu, 03 Mar 2011 00:00:00 -0600

Leslie E. Sekerka teaches organizational behavior and psychology at Menlo College in Atherton, Calif. and directs the Ethics in Action Research and Education Center. She recently responded to the following questions.

What is your background in ethics and character?

My research interests reside in understanding adult moral development and ethical decision making in the workplace. I address how people deal with the ethics of everyday life, and where moral courage is demonstrated (or not). The actions people engage in daily, help to form habits which can build their ability to respond ethically when faced with a challenge. My expertise is specifically in this area, namely professional moral courage.

How would you describe someone with professional moral courage?

Someone who consistently strives to do the right thing, by drawing upon personal, professional, and organizational moral principles and, despite the potential threat to self, goes beyond compliance to achieve a moral action, engaging in a response that is based on virtuous motives. This definition is parsed by five major themes, which have been empirically validated:

Moral Agency: possess a predisposition to engage as a moral agent
Multiple Values: uses multiple value sets to determine right action
Endures Threat: faces danger or threat, yet pursues action
Beyond Compliance: applies rules but also goes beyond compliance to consider what is right, just, and appropriate
Moral Goal: drive to complete the task action with the application of virtues to realize a virtuous outcome.

Are there different types of courage?

To simplify, you might say that one form is physical and the other is moral. While there can be overlaps, physical courage is when a person braves the potential for physical peril to engage in a right action. Moral courage, choosing to do the right thing when faced with an ethical challenge or dilemma, takes character strength. Here the person is dealing with issues that are not necessarily physically threatening, rather they are typically about working to do the ‘right thing’ in their daily decisions.

How do leaders set others up to demonstrate courage?

Get to know your people personally.
Model exemplary professionalism and demonstrate personal integrity in all actions.
Create a collaborative dialogue across ranks about ethical challenges.
Include ethics into systemic processes.
Address moral breaches swiftly but guard against finger-pointing and the need to find a scapegoat.
Make your behavior overt—leader values and expectations must be visible.
Make crystal clear the responsibility to uphold the organization’s core values and to report violations.

Is courage something you can cultivate, or is it something a person either has or doesn’t have?

The bottom line: It all depends! For starters, the real question is: Does a person have the desire to be ethical, to engage in moral action? Personal temperament in the context of life (including how you were raised, your culture and life experienced thus far) helps forge your adult character. As a result, some people may be more likely to show moral courage in certain situations than in others (or not at all), given a variety of factors. But yes, I believe there is room, in most adults, for the ability to improve their moral strength.

What are some tools people can use to increase their courage?

Specific core competencies can be honed, helping a person to engage in a morally courageous response when they face an ethical challenge. These competencies can be exercised and, with practice, improved over time. Competencies that support morally courageous responses to ethical challenge are noted below:

Emotional signaling helps people attend to important affective signals that influence the cerebral process of moral decision-making. People with professional moral courage do not ignore, repress, or sublimate negative feelings. They use this affective information as a signal to proceed with caution and care.
Reflective pause becomes a part of one’s strategy in decision making to purposely self-impose a time-out for deliberation and insight. During this break individuals examine possible avenues for right action, often weighing the pros and cons of the circumstances, while also thinking about potential implications.
Self-regulation is about managing one’s feelings and desires, demonstrating an ability to apply restraint coupled with an ability to move forward—despite perceptions that may impose distress to self or others.
Moral preparation stems from understanding oneself, and having predetermined that you are a moral agent. That is, the person has already committed to themselves that they plan to act with moral courage, even before an ethical event occurs.

[Individuals] use these tools in making their everyday decisions. They do not wait for ethical issues to arise. Instead, they practice these skills on an ongoing basis, during the course of their everyday business dealings. Those with professional moral courage appear to remain open to ongoing learning, considering how they will deal with similar or nuanced situations that may emerge in the future. While, over time, people become what you might call ‘set in their ways,’ I firmly believe that with education, awareness, setting expectations for right action, and encouraging ongoing learning, people can grow, learn, and change.

Notes:

Baumeister, R.F. and Exline, J.J. 1999. Virtue, personality, and social relations: Self-control as the moral muscle. Journal of Personality 35(1): 1165-94.

Sekerka, L.E. (in press). Preserving Integrity in the Face of Corruption: Exercising Moral Muscle in the Path to Right Action. Journal of Organizational Moral Psychology.

Sekerka, L.E. (2009). Organizational Ethics Education and Training: A Review of Best Practices and their Application. International Journal of Training and Development, 13(2), 77-95.

Sekerka, L.E. & Godwin, L. (2010). Strengthening Professional Moral Courage: A Balanced Approach to Ethics Training. Training & Management Development Methods, 4.

Sekerka, L.E., Bagozzi, R.P., & Charnigo, R. (2009). Facing Ethical Challenges in the Workplace: Conceptualizing and Measuring Professional Moral Courage. Journal of Business Ethics, 89(4), 565 - 579.

Sekerka, L.E., McCarthy, D., & Bagozzi, R. (in press). Developing the capacity for professional moral courage: Facing daily ethical challenges in today’s military workplace. In D. Comer and G. Vega (Eds.) Moral courage in organizations: Doing the right thing at work. Armonk, NY: M.E. Sharpe.

Sekerka, L.E. & Bagozzi, R.P. (2007). Moral courage in the workplace: Moving to and from the desire and decision to act. Business Ethics: A European Review, 16(2), 132-142.

Treviño, L. K. (1986). Ethical decision making in organizations: A person-situation interactionist model. Academy of Management Review, 11(3), 601-617.

Persuading with love or bullying with force?

Fri, 25 Feb 2011 00:00:00 -0600

A toddler throwing a tantrum to get his mother to buy him a toy...a teenager trying to borrow her father’s car for a night out...a father trying to persuade his son to make good choices...pictures of manipulation or persuasion? Consider carefully!

What is your motive when you are trying to persuade someone? Do you use manipulation and guilt to get what you want, or do you use reason and compassion as well as discretion to persuade someone? Do you ever tweak the truth a little bit to convince your audience? Do you appeal to the conscience by using the truth as it is?

Many people do business by twisting the truth just a little bit, and we are all tempted to do it to get our way sometimes. But in the end, it does not get us anywhere. Are your words gracious and persuasive in conversations with others? Learn to speak the truth in love, without attacking the other person.

There are five basic behaviors/skills present in any effective persuasion. These are known as the CLEAR communication skills.

Clarifying—providing overall direction and developing a clear understanding of the topic or issue being discussed.

Listening and responding—showing that you are actively listening to and understand the concerns and feelings of individuals or the group. The ability to listen and understand is one of the most important skills in effective persuasion. Listening is probably the most neglected of all the persuasion skills. We assume that listening is a “natural” skill and therefore learned automatically.

Exploring—generating ideas and suggestions on what to do and how to go about it. The best solutions to a problem are seldom the first ones thought about. Exploring helps us generate a number of alternatives and look at all the possible solutions before deciding on the best solution. In addition, exploring ensures that we focus on the issue and not the individual.

Actioning—reaching agreement on the best solution and tying down the details.

Reviewing—reviewing the interaction, establishing follow-up, and ensuring implementation of agreed actions.

When trying to persuade someone, take care that you understand where they are coming from. Check your personal motives, and do not manipulate. Tell the truth in love, and let others weigh your suggestions or opinions and decide for themselves.

Facilitating the Brains in Your Brainstorms

Fri, 25 Feb 2011 00:00:00 -0600

In a leadership seminar I attended recently, there were numerous opportunities for us to work in small groups. Trouble is, everyone was interested to get their views across…at the same time.

What does one do when everyone is just interested in getting their views across, especially when everyone has equal conviction his or her view is the correct one? Brute-force leadership simply will not work because playing the “volume game” leads only to adversarial consequences.

The language of persuasive facilitation is seldom practiced today because we usually communicate in order to transmit information rather than to translate thinking. As a persuasive facilitator, your goal is to ensure that conversations do not get trapped in ego-centric presentations. Instead, you work toward aligning the group’s thinking toward a greater good and a common objective.

Here’s what you can do to demonstrate the power of parallel conversations the next time you have a “volume game” on your hands:

Parallel Vision (The “why” factor)
Remind those present why we are in this in the first place. Often, we focus so much on job descriptions and departmental responsibilities that we lose sight of the bigger picture. What was the founding vision of the organization? Why do we exist? Certainly, there is more at stake than just bureaucratic efficiencies! As a facilitator, learn to challenge and direct the thinking of others by asking, “Why?”
Parallel Creativity (The “why not” factor)
Often, there is more “storm” than “brain” in the brainstorming process because we tend to generate ideas and evaluate them at the same time. Instead of evaluating every idea presented, set aside a “generation session” where you seek quantity of ideas rather than quality. As a persuasive facilitator, you speak the language of encouragement, not judgment. In place of quick dismissal, challenge the thinking by asking, “Why Not?”
Parallel Ownership (The “why not me” factor)
Do not allow any individual to dominate the conversation. Generally, people want to be involved—if given the opportunity. The surest way toward discouragement is the absence of meaningful responsibilities. Make an effort to know the strength and talent profile of each team member so that the collective contribution is far greater than individual striving.

In his book, The Skilled Facilitator, Roger Schwarz cautions, “the facilitative leader role is the most difficult to fill because he needs to use his facilitative skills at the same time that he has strong views about the issue being discussed.” Ideally, a persuasive facilitator is not a member of the group and has no stake in the issues. In the absence of such a person, the persuasive facilitator must rise to the occasion and demonstrate deference, humility, and wisdom.

Speaking the language of authoritative pressure is the easy way out. Are you willing to take the more difficult path of exerting transformational influence through persuasive facilitation?

Credible Leadership

Fri, 11 Feb 2011 00:00:00 -0600

The character quality of persuasiveness can be easily misunderstood. When I was first introduced to Character First, I thought, “Is that really a character quality?” I had often associated the concept of persuasiveness with manipulation. Indeed, as I researched the idea in greater detail, I realized the two concepts were similar—with one glaring difference.

The primary difference between persuasion and manipulation is intent.

Manipulation involves force or fraud. In the workplace, manipulation can occur when people are forced to do something through scare tactics, or when someone withholds information, leading others to believe they do not have alternatives. Those who would use manipulation are concerned with understanding only for their own purposes.

Persuasiveness is the ability to provoke thought and action based upon reason or emotion. To be persuasive, one must be willing to invest the time and resources needed to understand how others think and feel. A genuine interest in the lives of others equips a person to work collaboratively and solve problems more effectively. It is through relationships we learn how to communicate with others.

Those who are known for this character quality resist the temptation to prejudge others. Because they are genuinely interested in people, they view others as individuals and resist the tendency to label others without cause. As a result, they are often very effective at establishing trust quickly.

I was once told the difference between a seasoned communicator and a novice is that an experienced speaker asks, “Who is my audience?” while an amateur asks, “What is my topic?” An experienced communicator, leader, or manager knows an accurate understanding of others is a key building block to building trust.

Thank you for being part of the CF Community!

What to say...

Thu, 03 Feb 2011 00:00:00 -0600

...when you have a boss

The power dynamics between managers and employees complicate communication—no matter how good the intention. And it’s easy to criticize leaders when they send mixed signals, when they don’t listen, or when you take the heat for one of their decisions.

Have you understood others? Start by trying to understand the people involved and how they see the problem so that you can speak to needs, help process information, and explore the pros and cons. Let others surprise you—and even change your mind. And don’t discuss details with those not part of the problem or the solution.

What’s the best thing to do? Have the courage to hold yourself to a high standard and the humility to admit you can learn from others. Your credibility depends on your integrity and your competence.

What’s really happening? When someone sends you an e-mail containing a phrase or two in all capital letters, it might feel like he or she is screaming at you. Before you reply, consider what the person is experiencing and what’s concerning him or her.

How can you value others? When your boss offends you, ask yourself whether the offense will permanently damage your relationship or harm another person. If one of these is true, perhaps you should discuss the issue with your boss. This can feel risky, but it might be the only way for your team to move forward.

What’s your purpose? Know why you’re talking to someone, and get to the point. If you ask someone how he or she is doing, care enough to listen and respond to the answer.

What can you do now? Share stories, experiences, and analogies, and give others time to change their minds. Winning an argument feels good, but others will only remember being beaten.

...when you are the boss

What you mean and what others hear are not always the same. When you say, “No one is indispensable,” you might be trying to identify with your people, but they might think you see them as expendable. When you say, “It doesn’t matter who does the work,” you’re concerned with objectives rather than personalities, but others might think you’re planning to replace them.

Have you understood others? If you’re a close observer of others, you can manipulate them. But to help them succeed, you must build a constructive relationship and put them in a position to use their strengths. Some thrive on competition; some need security; no two people function exactly alike.

What’s the best thing to do? Leadership responsibility reveals your character. You have to be transparent, but what you think and feel must communicate integrity, or you’ll lose your colleagues. Sometimes the clearest demonstration of integrity is how you handle your failures.

What’s really happening? In a high-pressure situation, somebody has to put things in perspective so that the team can remember its purpose. Ask the hard questions, gather the best available information, and resist the urge to become defensive.

How can you value others? Positive reinforcement, the way you handle correction, and your example set the tone for everyone you influence. Try to understand others’ backgrounds, fears, goals, beliefs, values, and needs. Listen to how these things fit together so that you can help your people succeed.

What’s your purpose? Know why you’re talking and what you want to communicate. If you’re just brainstorming, tell the rest of the team so they don’t take your suggestions as orders. Delegate intentionally, and evaluate results. Be careful trying to help; some might see it as a lack of confidence in them.

What can you do now? Understand how others see the problem so that you can speak to needs, help process information, explore the pros and cons, and communicate the reasons for your decisions.

...when you have a boss
The power dynamics between
managers and employees complicate
communication—no matter how good
the intention. And it’s easy to criticize
leaders when they send mixed signals,
when they don’t listen, or when you take
the heat for one of their decisions.
Have you understood others? Start by
trying to understand the people involved
and how they see the problem so that
you can speak to needs, help process
information, and explore the pros and
cons. Let others surprise you—and even
change your mind. And don’t discuss
details with those not part of the problem
or the solution.
What’s the best thing to do? Have
the courage to hold yourself to a high
standard and the humility to admit you
can learn from others. Your credibility
depends on your integrity and your
competence.
What’s really happening? When
someone sends you an e-mail containing
a phrase or two in all capital letters, it
might feel like he or she is screaming
at you. Before you reply, consider what
the person is experiencing and what’s
concerning him or her.
How can you value others? When your
boss offends you, ask yourself whether
the offense will permanently damage
your relationship or harm another
person. If one of these is true, perhaps
you should discuss the issue with your
boss. This can feel risky, but it might
be the only way for your team to move
forward.
Before you hit the send button, ask yourself how the other person is going to
feel when he or she receives this message.
others time to change their minds.
Winning an argument feels good, but
others will only remember being beaten.
...when you are the boss
What you mean and what others hear
are not always the same. When you say,
“No one is indispensable,” you might
be trying to identify with your people,
but they might think you see them as
expendable. When you say, “It doesn’t
matter who does the work,” you’re
concerned with objectives rather than
personalities, but others might think
you’re planning to replace them.
Have you understood others? If
you’re a close observer of others, you
can manipulate them. But to help them
succeed, you must build a constructive
relationship and put them in a position
to use their strengths. Some thrive on
competition; some need security; no two
people function exactly alike.
What’s your purpose? Know why What’s the best thing to do?
you’re talking to someone, and get to Leadership responsibility reveals your
    the point. If you ask someone how he or character. You have to be transparent,
    she is doing, care enough to listen and but what you think and feel must
    respond to the answer. communicate integrity, or you’ll lose
                            your colleagues. Sometimes the clearest
                           demonstration of integrity is how you
                          handle your failures.
What can you do now? Share stories,
experiences, and analogies, and give
things in perspective so that the team
can remember its purpose. Ask the hard
questions, gather the best available
information, and resist the urge to
become defensive.
How can you value others? Positive
reinforcement, the way you handle
correction, and your example set the
tone for everyone you influence. Try to
understand others’ backgrounds, fears,
goals, beliefs, values, and needs. Listen
to how these things fit together so that
you can help your people succeed.
What’s your purpose? Know why
you’re talking and what you want
to communicate. If you’re just
brainstorming, tell the rest of the team
so they don’t take your suggestions
as orders. Delegate intentionally, and
evaluate results. Be careful trying to
help; some might see it as a lack of
confidence in them.
What can you do now? Understand
how others see the problem so that
you can speak to needs, help process
information, explore the pros and cons,
and communicate the reasons for your
decisions.
What’s really happening? In a high-
pressure situation, somebody has to put

Building Attentiveness

Tue, 25 Jan 2011 00:00:00 -0600

It’s great to make connections via texting and Twitter, but instant communication can also become instant disruption—at all hours of the day or night. How many times has checking email turned into half an hour of web browsing, after which you’re not really sure what you accomplished?

A Time for Everything

You have to set boundaries in order to focus on what matters. There is a time to chat, and a time to work. There is a time to answer email, and a time to focus on other things; a time to make noise, and a time to be quiet; a time to do what’s urgent, and a time to do what’s important.

Multitasking doesn’t mean concentrating on two things at once; it means shifting your attention back and forth between tasks so that neither gets your full attention.

Reasons to Listen

Listening shows you value others and care about what they think. And you show this through appropriate eye contact, posture, body language, notetaking, and verbal responses.

Even if you don’t use the Internet, you can distract yourself by always turning on the radio or television. If you don’t take time to listen and think, you’ll have a hard time remembering the valuable information.

The Pursuit of Excellence

NASA’s Mars Climate Orbiter crashed in 1999 because of confusion between United States customary units and International System units.

Maybe you haven’t made a $125 million mistake—or maybe you have. More important, how do you prevent needless and costly mistakes today?

“Quality Control” should be everyone’s priority, not just one department. Check your work as you go, stop and correct problems immediately, and do whatever is necessary to meet customer needs and make your work the best it can be.

Giving Others Our Full Attention

Mon, 24 Jan 2011 00:00:00 -0600

I was at a restaurant recently and noticed a sign at the cash register that I thought was telling of the times. In bold white letters on a black background, the sign read, “We will be happy to take your order when you get off your cell phone.” I laughed to myself when I read it because I think we can all appreciate their frustration.

It has been said the most precious gift of all is time. I agree wholeheartedly but would add one qualification. Perhaps the most precious gift we can give to one another is our full attention.

On a personal and professional level, we know how frustrating it is when we are trying to have an important conversation with someone who is not fully engaged. Ensuring others know we value them requires thoughtfulness about how we manage distractions.

For many people, a lack of attentiveness results from having too much to do and too little time. As a result, we attempt to make up for lost time by doing several things at once. When I realize I’m running late, I go into “multitask mode” and try to brush my teeth, button my shirt, have a conversation with my wife, and respond to an e-mail all at the same time. The result is rarely pretty.

Although I would love to believe multitasking makes me more efficient, it is largely unsupported by workplace research. Staying focused on the person or task before you tends to yield better results.

If you find yourself struggling to give people your full attention and feel overwhelmed by the projects on your calendar, try reviewing your workload to determine if you are being stretched too thin. A lack of attentiveness could indicate you are working at an unsustainable pace.

Sometimes an inability to stay focused is not a matter of choice but could result from a condition known as Attention Deficit Disorder (ADD) or Attention Deficit Hyperactivity Disorder (ADHD). Though I am no physician or psychologist and am not qualified to give a proper diagnosis, a greater awareness of the challenges associated with ADD and ADHD helps me understand and work with those who struggle with these conditions.

Thank you for being part of the CF Community!

What's the Internet doing to your brain?

Wed, 19 Jan 2011 00:00:00 -0600

Human brains probably can adapt to the Internet’s constant flow of information, but in his book, The Shallows, Nicholas Carr argues we might lose something in the process.

Carr first reviews research on the brain’s ability to rewire itself. In one British study, Carr reports researchers found London cab drivers’ brains developed a larger posterior hippocampus, the area of the brain the cab drivers use to navigate London’s streets. These findings indicate at least in some situations brains can grow in response to repeated tasks.

Carr then observes how the brain uses a tool, such as a hammer, as an extension of a person’s hand. While holding a hammer, a hand can do things it couldn’t do otherwise, but a hand holding a hammer can’t do other things hands usually do.

This dynamic has greater import with mental tools, such as a map, a clock, or the Internet. Carr argues mental tools not only help people see things, but they also influence the way people think about what they see. Clocks, for example, influenced people to think more in terms of abstraction and measurement—and less in terms of biological rhythms.

Written language had a similar but much more profound effect as it evolved from oral traditions. Carr traces the development of books, the printing press, and the Internet, and he uses the insights he’s already gleaned from neurology to interpret his historical perspective.

As books became more readable, portable, and plentiful, reading became an increasingly private activity. So writers became more rigorous in their arguments, wrote more directly to their readers, and became more willing to address controversial ideas. Books naturally lent themselves to long detailed narrative or carefully refined argument. Thus, the book as a medium helped shape a literary ethic, which allowed for “the delicately nuanced self-knowledge found in Wordsworth’s Prelude and Emerson’s essays and the equally subtle understanding of social and personal relations found in the novels of Austen, Flaubert, and Henry James.”

This literary ethic also provided an intellectual context in which scientists could understand their world and contribute to progress. But the ethic started changing with the rise of radio, television, and the Internet.

Now a constant flow of information has replaced the sustained attention to detail and precision. Carr argues it’s not simply a matter of moving content to a new kind of media. The Internet by definition facilitates “interruption technologies.” So reading a book online—with its hyperlinks, multimedia extras, associated advertising, or even its proximity to your e-mail inbox and social media pages—can’t provide the same experience.

Carr’s primary concern is that our habit of composing bite-sized text messages will make it harder for our minds to develop complete paragraphs; our desire to know the latest news will ultimately distract us from what it means; or worse, we’ll pay so much attention to our smart phones and social media pages that we ignore the aspects of life that don’t fit through an electronic medium.

There’s no question the information available on the Internet has value. And the answer isn’t to recreate a former time. But Carr’s thesis will resonate with anyone who has struggled to finish reading a blog post just because it’s more than 500 words or who has checked e-mail after only 10 minutes of work.

Stop Multitasking and Get Something Done

Wed, 19 Jan 2011 00:00:00 -0600

In my past life as a human resources executive, I sometimes recruited people who could multitask. In light of all the research we now have about this popular buzzword, that qualification seems pretty ridiculous.

The truth John Freeman, “Not So Fast,” Wall Street Journal is, no matter how smart we are, the human brain is wired to focus on only one thing at a time. Instead of simultaneously tackling tasks, the brain tries to keep up with the bombardment of stimuli by switching its focus back and forth. The more complex the job, the more likely the brain’s circuits will become overloaded. Multitasking can actually decrease our attentiveness and slow down productivity.

According to a New York Times report, it takes our brains about 15 minutes to return to the task we were working on before a phone call, email, or instant message. Multitasking prevents timely completion of tasks and can even hinder the formation of “declarative memory” or the ability to fully recall a concept or event. Since we rely on the memory data in our brain as a basis for skill building and critical thinking, fuzzy recollections can potentially thwart our intellectual development.

Basex, a business research firm, estimates that reactions to these interruptions can cost businesses up to $650 billion per year. It’s not unusual for workers to receive 100 to 200 emails per day.

According to John Freeman’s Wall Street Journal report titled “Not So Fast,” compulsive responses to interruptions tend to cause us to make more mistakes, become forgetful, cross boundaries, offend clients, thoughtlessly spread unchecked rumors, burn out, and break down.

So, how does one combat constant disruptions that drain our brains?

Winifred Gallagher, author of Rapt: Attention and the Focused Life, suggests starting your workday by becoming fully absorbed in a key project for 90 minutes, then resting your prefrontal cortex with a coffee break.
Recognize that your brain has a finite capacity for shifts in attention. Don’t waste it on tweeting irrelevant drivel that only distracts you from being productive and thoughtful. In a 2008 article in Inc. author Angus Loten’s investigation revealed, while Facebook can be a gold mine for networking with key clients, it can also be a major source of distraction that decreases productivity.
Finally, batch your work. Instead of responding instantly to emails, follow consultant Barbara Bartlein’s advice. Set specific times to respond to emails and phone calls.

Other practical ideas include meditation to hone one’s ability to concentrate, ear plugs for noisy work environments, and getting plenty of rest to combat the fatigue that depletes short-term memory.

Lesson learned—multitasking is passé. Hiring people who can fully concentrate will help employers harness the necessary brainpower to reach decisions that are deliberated in a conscientious manner.

Bibliography:

John Freeman, “Not So Fast,” Wall Street Journal.

Winifred Gallagher, Rapt: Attention and the Focused Life.

Angus Loten, “Pulling the Plug on Facebook,” Inc.

Barbara Bartlein.

Watch What They Say

Mon, 27 Dec 2010 00:00:00 -0600

A person has a hard time consciously controlling all aspects of facial expressions and body language, and that makes expressions and body language good indicators of how a person really feels. That's the starting point for Anne E. Beall, president of Beall Research and Training, and her book, Reading the Hidden Communications Around You, sets out to help us better understand these clues.

Beall breaks the subject up into seven categories: proximity and relative orientation, expressions, contact, eyes, individual gestures, voice, and existence of adaptors—for the acronym PERCEIVE. She summarizes the research done on each topic and applies the findings directly to the workplace. Each chapter ends with several points to think about and tips for improving your ability to read body language.

Proximity reflects liking and involvement, Beall says. She also says people who are cooperating tend to sit beside each other. When they’re conversing, individuals tend to face each other slightly more, but competing individuals tend to position themselves directly across from each other. Powerful individuals tend to position themselves at the ends or near the middle of the table. Less powerful people sit closer to the corners.

For example, when observing others’ facial expressions, keep in mind what the expected expressions are for a particular workplace and what a person’s goals are. If someone shows emotions inconsistent with what’s expected, it says a lot more than if they’re expressing what is expected. Similarly, if a person’s emotions concur with his or her goals, it tells you less than it does when his or her emotions break with his or her objectives.

Unscripted contact also tells you more than a standard handshake can tell you. In order to better read physical contact, Beall says, notice the distance between people when they shake hands and the position of the other hand. A person tends to extend the other hand toward a person they feel more connected to. She also suggests you track the people you touch and those who touch you and observe the situations for patterns.

Eye contact indicates liking and interest. People also look more at higher status individuals. Changes in eye contact can tell you when something is emotionally or cognitively difficult for someone.

The presence of adaptors, such as playing with one’s hair, biting one’s lip, or touching one’s face, can indicate some level of unease.

If a person can put these clues together, he or she can make appropriate adjustments. For example Beall recalls a time when a client spent more time looking at her colleague during a presentation. Because she caught this clue, she was able to let her colleague take a greater share of the presentation and effectively work with the client.

Not everyone has the same natural capacity for empathy, but perhaps by practicing alertness to others nonverbal cues, most individuals can show greater sensitivity at work.

Make a Long-Term Investment

Thu, 23 Dec 2010 00:00:00 -0600

Today’s corporate environment places a higher premium on results rather than relationships. Most managers demonstrate an utilitarian attitude towards their employees. Any attempts to put people above profits are interpreted as signs of weakness. Yet employers are grappling with issues of loyalty and commitment. Somehow, we need to enlarge our perspective and view our employees as full-fledged human beings who have lives beyond their corporate responsibilities—to embrace a philosophy of life that is inclusive rather than exclusive.

Here are three basic reasons why we are actually wired to understand and that the self-centered life actually works against us in the long-term.

The Need for Connectedness. Richard Foster commented that “superficiality is the curse of this age”. While we are more connected technologically, somehow the myth of self-dependency has added an extra layer of callousness in our attitude towards others. Is it any wonder then that depression and aimlessness become the general malady of today’s urbanized society? Take the step to have more face-to-face interactions with family, friends and colleagues. Spend more time talking rather than texting!
The Need for Completeness. A leader is someone who is comfortable working with others who are smarter than himself or herself. Seeking to understand rather than to be understood creates an ethos of interdependency that encourages meaningful teamwork. Isn’t this a wonderful paradox? When we realize that we are not as smart as we think we are, we gain a whole new appreciation for the skills and talents of others!
The Need for Clarification. We have “blind-spots” (areas of personal weakness) that only others can see! As a student, I had this funny habit of sticking my tongue into my cheek whenever I wanted to emphasis a point of delivery in my speech! I was completely oblivious to it …until someone cared for me enough to tell me. The effort in understanding others also entails a desire to receive understanding when others admonish us for our benefit.

Dear Readers...

Wed, 22 Dec 2010 00:00:00 -0600

Of all of the important lessons learned this past year, perhaps the greatest is my appreciation for character infused leadership. I believe character is an essential component to building trust and lasting relationships and it is an honor to be able to work with others who share in this belief.

This month, the employees of Character First had the opportunity to celebrate with Character First founder Tom Hill, his family, and the employees of Kimray, Inc. as their work was highlighted in the PBS documentary, “Doing Virtuous Business.” The documentary was the creation of Yale Professor Dr. Theodore Roosevelt Malloch who was present at the premiere of the program in Oklahoma City. The documentary will air nationwide this month and highlights the work of fourteen noteworthy organizations such as: Chick-fil-A, Habitat for Humanity, Tyson Foods, Dannon International, Grameen Bank, Wal-Mart, and Kimray. If you’re unfamiliar with Kimray, it was where Character First was launched in 1992. Through this documentary, Character First will be highlighted to an estimated audience of 15-16 million people.

I hope you will make a special effort to see the documentary on your local PBS station. If you cannot see it on PBS, I hope you will take the time to view it at www.doingvirtuousbusiness.com. When you watch the three-minute vignette on the topic of “Courage” it will give you a better insight into the reason why Character First is so important to us.

In addition to viewing the documentary, I hope you will make it a priority to purchase Tom Hill’s inspiring book that tells the story of Character First. It is an encouraging and well-written book that explains the concept of Character First as well as how to integrate it into your organization. It needs to be on your “must read” list for 2011, and I hope you will pick up a few copies for others! You can order the book through CF at 877.357.0001.

It was a year ago that I began working with Character First and 2010 has been a rewarding and memorable year. As a newcomer to CF, I have learned a great deal over the past twelve months about the value of Character First and have been inspired by the tens of thousands of people who are a part of the Character First community throughout the world.

Thank you for being a part of Character First!

Regards,

Nathan

Sharing Life Is Dangerous…And Not Really Optional

Mon, 22 Nov 2010 00:00:00 -0600

We'd just come home from the store, and Grandma was carrying in the groceries. It was right after my sister's birth, and Mom wasn't supposed to lift too much.

It was damp out as it often is in the Seattle area, but I was 15 months old and had recently discovered the thrill of hopping onto a moss-covered landscape rock next to the front door.

I remember slipping and crying on the cold ground, and I remember Grandma worrying I was too heavy…and Mom, picking me up and carrying me inside.

In that moment, Mom taught me what it was to value others, sometimes even at some risk to ourselves. Some things you just do when you care about others. That's what it means to share life.

Yet these values run counter to many of our inclinations.

About a year ago, three other guys and I were enjoying the hospitality of some married friends, and the subject of girlfriends came up. Several of us complained how much time girlfriends require and how we need time for ourselves.

And then it struck me how ironic it was. We want to have relationships…as long as the other person doesn't offend our selfishness?

We need to establish the kind of boundaries that keep our jobs from overwhelming family relationships, keep us from spending more than we can afford, and keep us from neglecting the important people in our lives. We need sufficient rest so that we can contribute to a positive experience for others. We need time to reabsorb the wonders of life and pass them on to others.

But if we insulate ourselves from others or pursue our own agendas, we build walls; and we show the same selfishness we dislike in others.

Several years ago, a family from church invited me to spend Christmas with them, since I wouldn't be able to fly home. It was refreshing to watch them interact, giving and receiving gifts. But it took me by surprise when they gave me a bag of fresh-roasted coffee beans and a box of hot chocolate. Then we sat down and had lamb and crab cakes for dinner. They shared their life with me, even though I didn't offer much in return.

The holiday season raises all kinds of issues for us—how to relate to estranged relatives, how to pay for all the gifts we want to buy, how to measure up to others' expectations. What would happen if we asked ourselves how we can benefit others?

Maybe the next time your mother-in-law says something negative, you can remember how she's benefited you, and share your gratitude. Maybe the next time your brother-in-law criticizes your driving, you can think of something you can do for him. Maybe the next time someone cuts you off in traffic, you use the extra time to think about what's really important.

It will be hard. Relationships are messy. But then, it's not all about us, is it?

Making Conversation

Fri, 19 Nov 2010 00:00:00 -0600

Good conversation has always required effort, but in a world of busy schedules, iPods, and text messaging, meaningful conversation can become a lost art.

Focus On Others

The goal of hospitality is not to impress others but to know others. Conversation topics might include work, school, hobbies, places a person has lived, how two individuals met, current events, and travel or cultural experiences. And be willing to share in a way that will make the other person feel comfortable.

Discover Their Interests

You build relationships by identifying with another person. Look for areas of common interest or experience. Do not try to "one up" your guest by telling more impressive stories.

Add to the Conversation

Accept responsibility for maintaining the conversation. If you sense that a subject is reaching a dead end, introduce a new direction. If your guest has something to talk about, defer to him or her.

Oil Changes, Handshakes, and Apple Pie

Mon, 15 Nov 2010 00:00:00 -0600

I don't know if it's the difficulties related to the economy or a shift in how organizations are approaching business, but it seems companies are rediscovering the importance of hospitality.

A few weeks ago, I took my car to have the oil changed and was pleasantly surprised when the technician greeted me with a handshake, asked a few questions about my car, took my keys, and invited me to relax in the waiting area. The waiting room was comfortable, had a wide assortment of complimentary soft drinks, flavored coffees, and tea.

As I thumbed through the latest Road & Track, I listened to the owner conversing with a customer. I was impressed with his concern for the customer and the health of her aged mother. I realized that the hospitality I experienced was a cultural norm.

I got my oil changed at this store because of price and convenience, but I'll likely go back because of the character of the folks who work there.

Being hospitable is a key building block in our desire to build strong networks and communities. Even in the fast-paced information age, we still appreciate welcoming a new neighbor with a homemade pie or loaf of bread. In organizations the need for hospitality is often viewed as a luxury. If you desire to keep customers or employees, however, it is vital that they feel welcomed and "at home" where they shop and work. Though the bottom-line should not necessarily be the prime motivator for being hospitable, it is clearly an important factor in getting and keeping business.

Three tips for nurturing a culture of hospitality:

1. Set the tone. At CF events, we typically have a small basket at each table that has several items intended to communicate to our guests that they are valued. In addition to pads of paper and pens, we also have gum, breath mints, napkins and individually wrapped stain removal towelettes.

2. Make it easy. We spend a little extra money each month to stock a refrigerator with soft drinks and water for our guests. We also brew fresh coffee throughout the day and have an assortment of snacks in our conference room.

3. Anticipate needs. Prior to our events, we brainstorm about the needs of those who attend our training programs. These brainstorming sessions force us to imagine the event from the perspective of a guest and not simply from the perspective of the host.

What ideas would you share that underscore the value of hospitality? We are always delighted to hear from our readers and are very thankful for you taking the time to share your experiences. Do you have a story that you would like to add to the conversation? Please send it to us at editor@cfthemagazine.com

I don't know if it's the difficulties related to the economy or a shift in how organizations are approaching business, but it seems companies are rediscovering the importance of hospitality.

I got my oil changed at this store because of price and convenience, but I'll likely go back because of the character of the folks who work there.

Three tips for nurturing a culture of hospitality:

Set the tone. At CF events, we typically have a small basket at each table that has several items intended to communicate to our guests that they are valued. In addition to pads of paper and pens, we also have gum, breath mints, napkins and individually wrapped stain removal towelettes.

Make it easy. We spend a little extra money each month to stock a refrigerator with soft drinks and water for our guests. We also brew fresh coffee throughout the day and have an assortment of snacks in our conference room.

Anticipate needs. Prior to our events, we brainstorm about the needs of those who attend our training programs. These brainstorming sessions force us to imagine the event from the perspective of a guest and not simply from the perspective of the host.

Hospitality in Business

Mon, 08 Nov 2010 00:00:00 -0600

Showing intentional, personal interest in customers contributes heavily to a company's success. For example, Tom Peters says 70 percent of customers take their business elsewhere, not because of price or quality, but because they don't like the personal encounters they face.

Think about your own personal experiences. When you visit your car repair shop, do they offer a cup of coffee and make sure you are comfortable when waiting? What about your local dry cleaners? Do they acknowledge your importance by remembering your name? All these small touches can make a big difference.

This summer, through the generous hospitality of the Gul‘n Institute and the Raindrop Turkish House, I had the privilege of visiting Turkey. During my trip, I visited ancient sites, including Ephesus and Istanbul. But, the true highlights of my excursion involved interactions with the people.

Among countless examples of hospitality, an emergency room doctor sacrificed several hours away from his young son to stay with my fellow traveler who had injured her knee. He demonstrated genuine concern, not only because of his thorough medical treatment, but also by chatting with us between MRIs and x-rays. Our stress was greatly diminished because we felt we were in caring hands.

Hospitality is at the heart of a company's ability to offer good service. It requires the capacity to be truly interested in the customer and a willingness to make reasonable sacrifices for the best interest of that customer. Ultimately, this will result in building trust and sustainable relationships.

Want to keep people coming back? You can Google the 600 million resources that offer advice on good customer service, or you can follow this formula: offer gracious and sincere hospitality.

Building Trust Over Time

Mon, 04 Oct 2010 00:00:00 -0500

Mike Bosley, president of Beam's Seatbelts in Oklahoma City, recently responded to a few questions about how his organization works to maintain a constructive culture during uncertain times. The company has been in business since 1953.

If you can share with us, when have you been in a situation where showing loyalty required sacrifice?

When things really started to get ugly...in late 2008, we knew we were going to have to buckle down hard. While we did not want to cut pay or benefits (401k contributions, health care, etc.) in any way, we froze pay raises for all employees. Further, the owners took a hefty pay cut to help keep things going....

Through it all, we were able to maintain a positive environment while asking everyone to make a bit of a sacrifice with the owners taking the biggest hit.

What did those sacrifices look like for employees, and how did you build the trust to maintain a positive environment while asking people to sacrifice?

I suppose the trust came from the prior years and years of work together. It's not something that happened for us overnight. And I am not so na•ve to think that everyone was just perfectly fine with the decision.

...Everyone knows that we experience and share tough times and good times as a team. It also helps when the people asking for a sacrifice are willing to make a bigger sacrifice themselves....

Because we share our financials with all employees on at least a monthly basis, everyone saw what was coming.... The same financial statement seen by the owners of the company is the same financial statement reviewed with all employees in our monthly company meetings. Our sales forecasts are also shared. We also were very careful to not sugarcoat the situation. We were very honest about the current reality...but also optimistic about what it would take to survive and come out better on the other side.

Basically, we didn't do any one thing to build trust. It happened and hopefully continues to happen over countless, sometimes seemingly insignificant interactions....

You mention daily interactions and working together. What are two or three particular things you try to do, and how did they become important to you personally?

Personally I enjoy going through every work area of the company at least once a week and visiting with everyone. Sometimes the conversations are short. Sometimes the conversations are a little longer, depending on family situations, life difficulties, or life successes. These conversations always leave me feeling recharged....

At least once a quarter, we try to set up a time where my day is completely blocked out and available for any employee who wants to set up a time with me. It's a sort of "open mic" time where we can talk about anything that's on their mind. Some employees never miss an opportunity to set up a time, and other times I'll invite someone who I've wanted to get to know better or learn from.

Monthly we have an employee birthday lunch. This is a time where all the people who have birthdays that month go out to eat with the company owners. We rotate to a new restaurant each year. For example, we've done Earl's Rib Palace and Cattlemen's Steakhouse amongst many others. This year we are having the birthday lunch at the Petroleum Club.

I enjoy these and countless other interactions immensely because we have a great bunch of people who positively influence me in a number of ways.

Loyalty vs. Dependence

Mon, 04 Oct 2010 00:00:00 -0500

Jason Stansbury and his colleagues, Timothy Gardner and David Hart, wrote an article exploring the ethical issues raised when a company hires employees from another organization. The article appeared in Business Ethics Quarterly, and Stansbury recently took time to answer a few questions.

How did you and your colleagues break down the ethical issues?

Tim Gardner, David Hart, and myself noticed that the term "poaching" connotes theft, implying that an employer has some sort of property right to their employees. Since most businesspeople would reject out of hand the idea that one human can own another, this...seemed strange to us.

When we looked at the history of laws and so-called "gentlemen's agreements" against lateral hiring, we found that ever since the Roman Empire, employers have used those property rights...to protect themselves from labor market competition.... So we reject the idea that one employer is somehow "stealing" something from another by hiring away an employee....

That said, we do believe that there is and should be loyalty between employers and employees. Following David Hart's earlier work with Jeff Thompson, we proposed that there are three forms of loyalty: transactional, relational, and ideological.

Transactional loyalty is the simplest and most common; it requires that each party fulfills their stated obligations, and refrains from taking advantage of the other. In practice, that means that employers make their payroll and refrain from putting their employees in unnecessary danger. Employees in return should do their jobs, take due care of their employer's interests, and not use their employer's resources to hunt for their next job.... The only exceptions to that would be non-compete, non-disclosure, or other contractual agreements....

Relational loyalty is rarer; it requires that employees and employers make some sort of personal and emotional commitment to each other.... For instance, I take pride in working for my employer, I trust them to look out for my well-being as well as my paycheck, and I uphold their trust in me to do the same.... But, that relationship must go both ways....

Ideological loyalty is based on commitment to some shared religious or political or humanistic value. Employees then commit to their employer based on their employer's commitment to that value, and vice versa....

Ironically, prohibiting other employers from hiring a firm's employees doesn't create loyalty; it only creates dependency, which is a poor substitute. Employers must earn their employees' relational loyalty.

So an employee would have a responsibility to reciprocate if an employer has made a relational commitment to the employee?

Not necessarily. Just because I call someone a "friend" and send them Christmas cards does not mean that we have a friendship, if they regard me as a slightly annoying acquaintance.... That relationship starts with one party going above-and-beyond the terms of transactional loyalty, but if the other party doesn't reciprocate, then the first should realize that the relationship is only transactional.

Confusion over [relational loyalty]...seems to be at the root of a lot of feelings of betrayal in the workplace. An employee who believes that he has a loyal relationship...on the basis of his pride of affiliation and pleasant demeanor may be surprised and upset when that employer downsizes him. The employer may very well believe that only those employees who forge strong social ties with other employees...have built a relationship meriting relational loyalty. Similarly, an employer may think she has earned relational loyalty by allowing an employee to leave early every Tuesday to go to night classes, but that employee may believe that he only owes such loyalty if the employer provides him with opportunities to use...his newly-learned skills.

We recommend, therefore, that employers not only strive to earn their employees' relational loyalty but also provide employees with opportunities to earn their employer's loyalty. If either side repeatedly ignores their opportunities, the other side would be wise to take the hint.

It seems like some employers might defend a "gentleman's agreement" against lateral hiring on the basis of relationships with other employers. How would you address that issue?

I can certainly understand the impulse to maintain good relationships with other employers; after all, they may be competitors or collaborators in various business ventures, or even friends and associates outside of work. But, it is important to consider what behaviors a given relationship should and should not preclude.

If I have a friend who runs a competing business, and I decide not to bid on a project because I know that he is bidding on it already, I may be doing him a favor but I'm also doing the customer a disservice, especially if I expect my friend to reciprocally refrain from bidding on projects that I pursue.... Customers are being treated as "belonging" to a given firm, and denying those customers a competitive choice generally results in higher prices and lower quality.

Similarly, treating employees as "belonging" to a given employer denies those employees a competitive choice...and generally results in lower wages and poorer working conditions.... Some forms of collusion may also be illegal, but that is a conversation to have with a lawyer.

Is there anything else you'd like to add?

I would like to point interested readers to David Hart and Jeff Thompson's 2007 article in Business Ethics Quarterly, called "Untangling employee loyalty: A psychological contract perspective"....

Overall, we are glad to see increasing interest in loyalty in organizations, and we look forward to a future in which loyalty supplants dependency.

Building Loyalty

Fri, 01 Oct 2010 00:00:00 -0500

On August 27, 1908, Sarah J. Rooke, telephone operator at Folsom, N.M. received a frantic call from Mrs. Ben F. Owen.

Owen said floodwaters were advancing toward town. Rooke thought of the 200 subscribers on her phone circuit. Instead of fleeing for her life, Rooke remained at her switchboard, warning all she could of the danger.

Trees and other debris at a railroad bridge held off the water for some time, but when the bridge gave way, a five-foot wall of water swept through town.

Rooke's body was recovered the following spring about eight miles downstream.

Source: The Folsom Museum, Folsom, N.M. (http://www.folsommuseum.org/)

Set Priorities

Loyalty is faithfulness to others, regardless of changing conditions. It gives stability to a person's community.

Value Relationships

Ultimately, a person shows loyalty by investing in particular relationships. A married person can be loyal to his or her spouse. Children can be loyal to their parents. Employees can show loyalty to their company. Citizens can show loyalty to their country.

A person cannot claim to be a good citizen and not care about the neighbors. A husband cannot claim to value marriage and cheat on his wife. A child cannot claim to be a respectful person and dishonor his or her parents.

Work It Out

In real life, loyalty is not easy-brothers make stupid mistakes and a coworker can undermine your success. A loyal person knows he or she cannot save the other person and recognizes the value of letting others make decisions, even if that means letting them fail. But a loyal person remains committed to the good of the other person, even if that means sharing the consequences.

Discussion:

Think of a time when you were loyal. What did it cost you? How did it benefit others?
Think of a time you failed to show loyalty. What did it cost you?
List five or six major commitments, such as work, family, school, and friendships. How do you prioritize these obligations when they conflict? Give a specific example.
How do you let others know they matter to you? What "little thing" can you do this week to strengthen your most important relationship?
Who can you ask for help when you face a difficult situation?
Think of a time when someone showed loyalty. What did it cost the person? How did it benefit others?
Think of a time someone failed to show loyalty. What were the consequences?

Do you have an enduring heart?

Thu, 30 Sep 2010 00:00:00 -0500

How committed are you to family? Staying committed to others during difficult times shows character—it shows that you have an enduring heart. It is a rare find. A family is meant to stick together, not to be stuck with each other.

Hard times are supposed to pull a family together in a tight bond, strengthening relationships and support. You do not always have to understand why your family members do what they do, or agree with it, but it is your duty to stay committed to seeing them succeed and supporting them because they are family.

This commitment should not go beyond the limits of healthy boundaries in your relationship, but it should be evident in your speech and conduct towards them. In the movie Lilo and Stitch the motto was: “Family means nobody gets left behind.” Do not leave your family lacking in love.

How about commitment to your friends? This is the very basis of friendship. If you do not support your friends through hard times, you are not a friend at all. Do not run away from your friends simply because you feel awkward and unable to say the right words. Your mere presence and your heartfelt compassion in their suffering will speak for you.

How about organizational commitment? Organizations underestimate the cost of a lack of employee commitment. High employee turnover accounts for high costs associated with rehiring and retraining of new employees. When an employee leaves a company, the organization loses intellectual capital, skills, and organisational understanding.

The best way to implement employee strategies is to research what drives employee commitment in a particular workforce. Twice a year, ask two questions to the rest of your team: “What would you do if you were in my position?” and, “What is stopping you from delivering your peak performance?”

The Future is a matter of choice, not chance. You are where you are because of decisions you took—or didn’t take—sometime in the past. The shape of tomorrow depends entirely on how you act, right now.

What kind of loyal are you?

Mon, 27 Sep 2010 00:00:00 -0500

When people talk about loyalty, they are often referring to one of two forms. The first is an unhealthy form of irrational loyalty that can be a type of emotional abuse. The second is informed loyalty that promotes emotional stability.

In my experience, the difference between the two is the ability to disagree without being considered disloyal. In an unhealthy culture, disagreement is synonymous with disloyalty. In a healthy culture, disagreement indicates loyalty. The first is fueled by fear, and the second is fueled by something much deeper and more powerful.

Irrational Loyalty – When people remain committed to a person or an idea even when it is harmful to their emotional, physical, and spiritual well being, it can undermine organizational health. This type of blind loyalty is often cultivated over a long period and is not easily broken. If you are working in an organization that demands this type of loyalty, be wary of groupthink. If you are an outsider seeking to lead organizational renewal in this context, it will be an uphill battle because employees will not feel safe expressing their true thoughts. Helping this organization move from irrational to intentional loyalty will require patience and modeling of the interactions desired.

Informed Loyalty – When people have an informed sense of loyalty to a concept or a person, they are willing to be more critical because of their deeper desire to see the concept or person thrive. In short, they are willing to point out blind spots that can undermine the health of the organization.

In our office, we utilize what we call the 10 percent rule. I learned of this approach from Bill Hybels, who observed his staff would tell one another 90 percent of the truth and stop short. Consequently, he asked them to give one another “the last 10 percent.”

As we all know, it’s the 10 percent that people withhold from one another that is the most valuable. This approach is not intended to create a platform from which I can give others the last 10 percent. This approach is meant to provide others an opportunity to give me the last 10 percent in a safe environment. It allows me to sit down with a colleague and ask if they would be willing to “give me the 10 percent.” I have used this approach for the past several years and have found it an invaluable tool in creating a culture of trust.

Character First is committed to helping good people accomplish great things. Please take a moment to support the Character First Facebook page. We are thankful for you and your loyalty to the concept of character!

Leadership—Setting Others Up to Succeed

Tue, 31 Aug 2010 00:00:00 -0500

The new position would include a promotion and an increase in pay, but Stan was not sure he wanted to leave. He knew the operations inside and out and liked being the only technician working on his scientific experiment. It would not bother him if he were not selected.

Nevertheless, two weeks later he was notified he would be transferred and promoted.

The seven employees assigned to him were of a different ethnic background, and they felt one of them should have received the promotion. Stan understood their language, but he conducted his interactions with them in English and ignored the insults the employees hurled at him in their native language.

Stan could have become nervous about this situation, but he used his time and energy to find out why the experiment was not operating as planned. Coordinating with supporting divisions, Stan developed a plan to rebuild the scientific apparatus while upper management was out of town at a one-week seminar.

The seven techs gave Stan some grief over the plan, but they all worked together and completed the renovation. It surprised the employees when they saw Stan jump in and help do the work. When management returned and fired up the machine, they were all astounded at the results. They exclaimed, "This is like a brand new machine! We have never seen results like this!"

When they attempted to congratulate Stan, he called the other seven men to the meeting and gave all the credit to them, extolling their expertise one-by-one. Needless to say, they quickly understood Stan was not their enemy.

Stan had been attentive to their individual qualities and created a work plan that would, if they cooperated, reveal their knowledge and skill. His plan worked, and because they cooperated, they each received special recognition and a financial bonus.

And they received another surprise. Stan let them know he understood their native tongue. When they enquired why he put up with their sarcasm and disparaging remarks, Stan told them he understood their hurt and planned to make one of them his assistant.

And he did.

Stan picked the man who could be mentored for the position and groomed him to become the next supervisor.

Leading Achievers

Fri, 27 Aug 2010 00:00:00 -0500

A good leader learns what coworkers are good at and finds jobs that make the most of each person's talents and abilities. Ask, "Are you happy with your role?" or, "Is there something else you'd like to do if given the opportunity?" Listen carefully to the answers, and pay careful attention to how people respond to situations. Sometimes you can see a person's talents more clearly than they do.

Coach Talent

A football player is most motivated by love for the game. A sales associate excels when he or she enjoys the process of interacting with customers and meeting their needs. In order to be a great marathon runner, you have to enjoy the pain and sweat and hours of training.

Coach people so that they can become great where they're already good. And give them a position where their gifts can contribute to the team and where they can feel like contributors.

Build Your Team

Instead of wasting time working on weaknesses, find someone with talent in that area, and put that person on the team. A leader's job is to put people in places where they can contribute...to put people in positions where they have one another's backs.

Always Know Why

Help coworkers remember why your organization exists and how each role matters. Focus on the long-term goals, the visible results, and the diligence each person applies to his or her work.

Discussion

If someone asked you what a particular coworker does best, would you have an answer?
How do your coworkers approach communication differently than you do? How do you use that knowledge when communicating with them?
What untapped talents do your coworkers have?

A Series of Significant Decisions

Wed, 25 Aug 2010 00:00:00 -0500

EDG CEO Tim Moreau rocked back behind his desk and shared a few parting thoughts. “This can’t come from upper management….” He said, “It has to come up from the employees, and that’s a lot more powerful.” He said management can create an environment that rewards employees who invest in the workplace, but he believes EDG is unique because of its employees’ commitment to a positive workplace.

EDG is a consulting engineering firm serving the oil and gas industry and employs over 500 people in Metairie, La. Houston, Texas, and around the world. When Paul Mogabgab and Dwight Paulsen founded EDG in 1982, they aimed to establish a workplace where people could take pride in the excellence of their work and where individuals treated others the way they’d like to be treated.

Recognizing that people are a service organization’s primary resource, the founders emphasized employee development and eschewed group think. Mogabgab said, “You want people to challenge things, inside of a basic respect for humanity.” Rather than merely avoid conflict, Moreau’s goal is to make sure conflict is resolved so that it doesn’t get in the way.

EDG added a Houston office in 1990. Moreau became CEO in 1996. But as Moreau puts it, Mogabgab and Paulsen had made promises to other engineers but hadn’t yet worked out a way to deliver, and Moreau said, a number of engineers became concerned about their futures.

Those engineers and Paulsen, Mogabgab, Moreau, and Ed Ruppert worked out a plan whereby EDG would become an employee-owned organization. The plan rolled out in 1998, and all the engineers stayed with EDG.

Everybody at EDG discusses this transition delicately, but everyone who was there at the time remembers it. The plan means major decision makers in the organization are also major stakeholders, and it also incentivizes the development of future leadership within the organization. Moreau sees it as fulfillment of a promise and faithfulness to the priority of people.

Structural engineer Tara Adams started working at EDG’s Metairie office in 1994 and worked her way up to supervisor. In 2005, she got married, found out she was expecting their first child, and survived Hurricane Katrina.

As soon as EDG leadership knew their Metairie building had been damaged, they decided to move their entire staff to the Houston office. In the process, they had to overcome the loss of communication and utilities in the New Orleans area, and they didn’t just move employees’ jobs; they provided housing for employees and their families for three to five months.

Adams remembers calling the Houston office for information and reporting for work the Tuesday after Labor Day, roughly a week after Katrina hit New Orleans. “I was very proud of EDG and proud to be a part of EDG,” she said.

Further evidence of a commitment to support employees’ family responsibilities, EDG allowed Adams to remain in Houston and step back from her supervisory responsibility in order to meet the needs of her young children.

President Ed Ruppert observed Houston is bigger, has more competition for employees, and has a much more mobile population than New Orleans, which poses some challenges for EDG’s internal culture.

EDG started using Character First in 1996. Each location has a character council—or champion in the smaller offices—and there’s a company-wide character steering team. Members of the steering team rotate writing or assembling a monthly character e-mail, which goes to each employee. The steering team has also come up with a CARE card (for Character Awareness Recognition Excellence) employees can hand out when they see another employee showing particular integrity. As part of monthly meetings, someone presents a character quality, employees celebrating employment anniversaries are recognized for a character quality, and CARE card recipients are also recognized.

“Character First…gives us a valuable tool to create a work culture that we think provides for a positive atmosphere in the workplace,” Moreau said.

Project manager Scott Paxton joined EDG’s Houston office six years ago. He said, while he thinks EDG faces the same challenges similar firms face, he also thinks EDG’s culture has a better chance of “creating loyalty.”

Houston procurement manager Mike LeJeune uses the word “sincerity” to describe the EDG workplace—more focused on excellent work and less preoccupied with hidden agendas or office politics. He said managers have responsibility to create this environment, and “employees have an active role in making that environment real.”

At monthly company meetings, EDG employees review one of these “Unifying Principles.”

Our business goal is to provide to our customers the highest quality products and services, efficiently, professionally, at competitive prices, meeting their needs and expectations, and making a fair profit.

Our customers are the lifeblood of our business. We will keep our focus always on our customers; on finding and understanding their needs, and assuring that our efforts are meeting or exceeding these needs within the context of our business objectives. We will strive to give our customers value, and to earn their respect and loyalty.

The ultimate owner of our business is our Creator, to whom each of us is accountable for its operation for good purposes. We are accountable to God.

Individual character is of value in itself, and reflects in our business. We will strive for honesty, fairness, openness, courage, trustworthiness, diligence, forgiveness, enthusiasm, willingness, faith and spiritual growth. We are accountable to ourselves.

Each individual possesses innate human dignity, and is unique and important to our business. We will respect, support, and encourage one another. We understand that all have human weaknesses, but we will work together as a team so that each can attain their best, and share in our successes and accomplishments. We are accountable to each other.

Continuous improvement and growth are essential to our success, as individuals and as a company. We will constantly pursue excellence by encouraging study, learning, initiative, innovation, and positive change.

Work is enjoyable with an attitude of cheerfulness, humor, courtesy and patience, along with concerted effort. We will strive to give our very best effort at all times. We choose to dwell on the positive.

We believe in the Golden Rule. We will endeavor to treat each other, our clients, our suppliers, and all others as we would have them treat us.

Each of us has a leadership role within the company. We welcome responsibility, and will strive to be role models for the common good. We will contribute to the group effort in all ways possible, understanding that our individual well being is dependent on the success of the whole.

Safety is a primary consideration in all of our work. The safety of our customers, ourselves, and the general public shall always take precedence over other objectives.

Our work responsibilities and activities must be kept in balance with our responsibilities to God, family, and country. We will strive to be supportive of each individual’s pursuit of health of spirit, mind, and body.

We believe that we receive as we give. As individuals and as a business we will give generously of our time, talent and resources to the needs of our community, and promote these unifying principles which we share.

A list of EDG's "Character By Design" programs can be downloaded here.

Why Are You Here?

Tue, 24 Aug 2010 00:00:00 -0500

Recently I asked two of my MBA classes to share their motivation for life. I wanted to know why these men and women take graduate level courses while also attempting to juggle their personal and professional obligations.

Over the next couple of hours, classmates shared their life stories. I was stunned and humbled by what I was hearing. This group, including many experienced leaders at recognizable companies, let their guard down and shared with one another on a level that I found surprisingly genuine.

The most dominant theme that I heard was a deeply rooted desire to work with people who could help them "be successful." They didn't just want help becoming a better employee; they wanted help learning how to become better people.

Continuing education programs.
New challenges.
Greater clarity about what role they are expected to take at work.
More insight into the leader's vision for the future.
An environment in which their families were valued, performance is rewarded, and loyalty is cherished.

The second theme that emerged was a desire to be recognized when they do well. Bottom line, if you are not taking the opportunity to strategically recognize your co-workers, you are missing an opportunity to shape organizational culture, and you are increasing the likelihood of losing your top performers.

If recognition is specific and sincere and tailored to the recipient (i.e. some do not respond to public recognition but appreciate private acknowledgement) it tends to build trust and loyalty. For several students, workplace recognition helped affirm they could succeed despite what past critics have said.

What I found interesting was, first, the depth of their responses. Second, I was surprised how many students said they never had anyone ask them about their motivation.

One healthcare executive told her story of growing up in poverty. Fighting back tears, she described how her father abandoned them and when she realized as a small girl her only hope was to make her own way. I asked if many people at work knew her story and understood why she was so determined to succeed. She said, "not many."

I hope you take the time to learn what motivates those with whom you work. Sometimes we assume we know what drives others without taking the time to listen.

I'll close by asking you the same question I asked the students, "What motivates you?" We'd love to hear from you. Please send us your story at editor@cfthemagazine.com or find Character First on Facebook and share your story there.

Hugh Joseph O'Flaherty

Tue, 17 Aug 2010 00:00:00 -0500

In 1943, Monsignor Hugh Joseph O'Flaherty visited Italian Prisoner of War camps, taking British and other Allied prisoners books and Red Cross packages and sending word to their families via Vatican radio. When Italy capitulated, the Italian guards abandoned many camps, and the POWs sought asylum at the Vatican.

O'Flaherty found places to hide them.

When the commander of German SS forces in Rome, Colonel Herbert Kappler, demanded the Jews pay for guarantees against harassment, deportation, and forced labor, O'Flaherty helped collect the required funds. And when Kappler broke his guarantees, O'Flaherty began hiding Rome's Jews as well.

O'Flaherty's network of clergy, partisans, aristocrats, and Free French secret service agents eventually sheltered over 4,000 POWs and 8,000 Jews until Rome's liberation in June 1944. Despite threats against his life, O'Flaherty continued his work, using numerous disguises to move about in plain sight.

After the war, the Irish priest became a Commander of the British Empire and received the United States Medal of Freedom with Silver Palm. He boxed up these awards and sent them to his sister in Ireland.

Kappler received a prison sentence for war crimes. O'Flaherty visited Kappler every month, and in 1959, O'Flaherty baptized the former Nazi into the Roman Catholic Church.

This article is reprinted from library.characterfirst.com.

Is character education effective?

Thu, 12 Aug 2010 00:00:00 -0500

In order to reverse trends of school violence, a general lack of manners, bullying, and disrespect, many schools have looked into character education to supply the missing life skills. But some question whether character education improves academic scores, social interactions, or emotional and cognitive development.

In Moral Development: A Review of the Theory, Lawrence Kohlberg and Richard H. Hersh argue, "Whether we like it or not, schooling is a moral enterprise. Values issues abound in the content and process of teaching."

Following this line of reasoning, the absence of a specific curriculum does not negate children learning from how teachers and administrators handle conflict, disruptions, and inappropriate behavior.

Though the results of a character education program vary, most schools see positive results. The Topeka, Kansas USD 501 implemented Character First in all grades and surveyed staff, parents and students from 4th, 7th, and 9th grade levels between 2003-2007. They observed graduation rates increasing from 76% to 81%. The yearly total for suspensions decreased from 3,641 to 2,434; and discipline referrals decreased from 13,548 to 10,380.

One Missouri study selected 40 St. Louis schools and implemented the Caring School Community: The CharacterPlus Way Project from 2002-2006. Between 2004-2006, student discipline referrals decreased by 19% in schools with implementation while control schools without implementation saw a 12% increase in discipline referrals.

Another Missouri study randomly selected 64 schools and implemented The CharacterPlus Way. Discipline referrals decreased by 41% in high implementation schools. They attributed a 66% improvement in math achievement and a 79% improvement in communication arts to the culture changes within the school that resulted from the character program.

However, a character initiative within a school does not guarantee success. Changing the community or school culture requires significant time investments, and most schools found that teachers, administrators, parents, and communities must agree upon the necessity and core values before creating any sustainable character education program.

Reports indicate the value of establishing a steering committee to help guide the process, to provide resources, to facilitate training, and to raise community awareness. Reaching consensus also helps character education programs find sustainable funding.

Reports also indicate staff training can help certified and non-certified staff communicate the character concepts to students. While most teachers agree that a character component is important, most feel inadequately prepared to incorporate such a program into existing curricula.

Though the obstacles differ from school to school, research does indicate intentional character education can work effectively for schools and communities.

In his Classical Ideas about Moral Education, Jon Moline said, "As Aristotle taught, people do not naturally or spontaneously grow up to be morally excellent or practically wise. They become so, if at all, only as the result of a lifelong personal and community effort."

Lauree Beth Stedje worked for Character First for nearly five years and wrote Nuts and Bolts of Character Education: A Literature Review. She has a bachelor's degree in music pedagogy and plans to finish a master's degree in government next year.

Building Life Around Something Bigger Than Yourself

Wed, 11 Aug 2010 00:00:00 -0500

I'll never forget the day my mother and father called a "family meeting" concerning my dad's job. Dad had been contemplating a career change that would allow him to teach high school and coach football. He knew this change would have an impact on our lives and wanted to talk it over before he gave his final answer.

He told my brother and I about the job and explained why he thought it would be a good move for our family. He also shared his concern that becoming a teacher and coach would put more pressure on us because he would teach at the same school we attended. He explained we were likely to hear things that would hurt our feelings.

My brother and I were excited about the change.

Perhaps my memories of that time are romanticized, but I don't think so. I can still see Dad sitting on a barstool in front of the class, calling the roll. I can still hear his voice yelling to a football player to make a play and his unbridled joy when he saw improvement. From my perspective, he was a great teacher and coach for one reason. He loved the kids.

The subject he taught and the sport he coached were important but not nearly as important as the students. He knew they were likely to forget his lectures, their football careers would end, and the only thing that would remain was that "Coach" loved them.

Even when I was a student in his classroom and an athlete on his football team, I was proud of him. I knew he was making a difference in the lives of my friends, and the sacrifices our family made were worth it.

When I joined Facebook, I was surprised by the number who sent messages for my dad. Although his football teams were successful and he taught gifted students, their stories are rarely about the classroom or the football field. They tell how he helped them by being a listening ear, how they called him when they were in trouble, and how he refused to give up on them. They want him to know how much he meant to them during a significant part of life.

He built his life around something bigger than just himself. He invested himself in the lives of others and made a profound difference in the process. I'm thankful for his example and know he has inspired others to teach the leaders of tomorrow.

I hope you have chosen to invest yourself in something bigger than yourself...and that you too will improve the lives of those around you.

Reading, Writing ... and Responsibility

Mon, 09 Aug 2010 00:00:00 -0500

Eighty-two percent of students said they had copied homework, 64 percent had cheated on a test, about the same number who had "lied to a teacher about something significant." This according to the Josephson Institute's 2008 Report Card on the Ethics of American Youth.

This puts educators on the front line among those who will influence whether students leave these behaviors behind. Tom López has worked as a teacher and administrator for 34 years. He's now principal at Rocky Mountain High School, Fort Collins, Colo. Jill White is the elementary headmaster at Christian Heritage Academy, Del City, Okla. She has served as a teacher or administrator for 28 years. Russ Knopp has been a teacher, coach, school board member, administrator in the last 39 years and currently teaches at a public middle/high school in Waitsburg School District, Waitsburg, Wash. Michael K. Grady works as a character development facilitator, contracting with non profit agencies that work with at risk youth populations in Houston, Texas. Ashley Lin works as a home school extension English teacher in Oklahoma City, Okla. John P. Drag, jr. is the principal at Broward Community Schools & Discovery Charter in Coral Springs, Fla. CFtM thanks these educators for sharing who influenced them and what challenges they face.

How are you influenced by the teachers and coaches you had?

López: I think my teachers and coaches had the second most powerful influence on my life as a young person, next to my parents. Their encouragement, high expectations, and moral compass helped me develop as a young man.

White: Because I had tremendous teachers, they formed within me a desire to become a teacher myself. In addition, my fifth grade teacher was instrumental in my sensing a need for a Savior. My teachers, including my first teacher—my mother—built a solid foundation of knowledge, wisdom, and character in my life.

Knopp: ...We were of course also affected by the academic presentation, but remember to a far greater extent what our teachers were than what they tried to get us to learn academically.

Grady: I am currently in my second year of graduate school at the University of Houston Graduate College of Social Work. Nine years ago I was completely homeless and without direction. My mentor and friend, Wilford Darden, shared Godly principles with me...that helped me to overcome personal adversity. He was my connection to Character First.

Lin: The teachers I had in school taught me independent thinking skills. They taught me how to approach a text and understand the philosophical, spiritual, and historical ramifications of what is being said.

Drag: I was influenced by teachers and coaches in the examples they set and words they used.

What are the two or three biggest challenges you and your students face when it comes to personal integrity and ethical behavior?

López: ...First is confirming that joy and happiness are not dependent upon financial income; and second is dispelling the enormous myths created by our media sources....

White: Telling the truth at all times-being willing to speak the truth even when it is painful.

Knopp: For me, the greatest challenges include teaching personal integrity and ethics at school when students have watched something very different at home. Parent interference with moral training is far more prevalent than support for that training. For students, by far the greatest issues interfering with character growth are peer pressure and living in a society nearly empty of moral character.

Grady: ...In the inner city, students deal with the idea that doing well is unpopular and doing bad is popular. It's a message that is pervasive in the media.... It is seen in many of the hip-hop videos and presented by the most popular Rap artists. Many of the messages are blatant with images if illicit sex acts, infidelity, and deviant social behavior.

Lin: My students face challenges in regard to 1) standing up for what they believe in a hostile world which disregards ethical and religious standards... 2) trying interpersonal relationships with other students and the temptation that comes along with these relationships, and 3) responsibility and the temptation to plagiarize homework assignments.

Drag: The challenges we face include avoiding cheating, lying, and stealing. Those three are the biggest.

Aside from a character curriculum, what aspects of your interaction with students are most important?

López: Without question, everyone of my interactions with my students are centered on encouragement. Encouragement can be done while admonishing... and reinforcing. It is this encouragement that is real, authentic, and truthful that cuts through myths and helps form the positive framework that a young person has.

White: Unconditional love when mistakes are made, which allows them to see that the love of God never fails. They hopefully can lose that sense of crippling guilt.... True love for my neighbor and for my God produces the highest ethical standards.

Knopp: First, I once heard, "Nobody cares how much I know until they know how much I care." ...Further, if I expect students to show respect, I must be respectful also.... I need to walk the walk. I will not require of my students anything that I don't do or haven't done.

Grady: The most important aspects of my interaction with students are building trust and modeling the information that I share with them.... My desire is to assist in helping students find a dream and connecting...their dream with a work ethic that has integrity and increases their self worth. This will facilitate better decision making and help them to reach their goal....

Lin: ...First, as students work through various works of literature, we discuss together the ethical dilemmas found in these works and apply them to the students lives. Second, opportunities to correct unethical behavior in students through private conversation, grade reflection, and discussion with parents....

Drag: By talking with students about what I do and what they do outside of school. I am a Lieutenant Colonel in the Army Reserve and I coach baseball and soccer for my city.

Listening Constructively

Tue, 22 Jun 2010 00:00:00 -0500

“What did you say? You don't have time to… What? I don't understand…. I don't care what it is. Stop what you're doing and get over here right now! This business deal is hanging in the balance, and it is more important to my company than anything else!”

On the other end of the line, this businessman's partner was facing a family health crisis.

The partner's wife did recover, but the businessman lost the deal and his most valued asset—his partner.

We will encounter situations that baffle or frustrate us. When that happens, anxiety often prevents us from properly understanding the deeper reasons why things happen.

When you find yourself in this situation, step back, get a cup of coffee, tea, or hot chocolate, and give yourself time to think things through—because understanding the root cause of one problem can help you recognize the resolution for other challenges.

The person with whom you are speaking is important. The information someone communicates can help save time, money, a business deal, or a reputation. When we honor or respect a person by giving our full attention, the person realizes we value him, his talents, and his opinions. That, in turn, helps release the other person's creativity to solve problems.

For example, a healthy college student couldn't figure out why she kept falling asleep in class; a career scientist could not understand why her experiment would not operate according to theory; and a businessman could not comprehend why he got a poor evaluation.

The student, Jeanette, exercised diligently, ate properly, and got a healthy dose of socializing, but we found out her parents were having marital problems, Jeanette's fiancé just broke off the engagement, and her grades were not up to par. We were not able to help with Jeanette's family problems, but we did provide a support group and recommended a nutritionist. Within a couple of months Jeanette's energy level was up, she was sleeping better, and her grades were good. When I last saw her, she was preparing for graduation and had hired on with a company that provided strong benefits.

Our scientist, Saundra, understood the experiment and correctly entered the data. But her new assistant, Jack, endeavoring to keep warm in the cool building, placed a heater near the experimental apparatus. The increased heat load caused the liquid nitrogen to prematurely boil off which resulted in the machine generating incorrect data.

Because of Saundra's heavy schedule, I mentored Jack. I arranged for the building heat to be raised five degrees and removed the offending local heater. By the time Saundra transferred to another division the next year, Jack was prepared to assume leadership of that experiment.

The businessman, Hal, was an expert in his field, and he did everything he could to assure his company was the leading manufacturer of his product. However, being a detail-oriented person, he sometimes became so engrossed in the minutia that he missed some deadlines and gave laborious, time-consuming reports.

Although Hal agreed to attend training classes, including one in time management and Stephen Covey's 7 Habits of Highly Successful People, he did not overcome his predisposition for focusing on the minutia. Realizing he was not a good fit for that company, he voluntarily left to find employment where his natural strengths would be more advantageous.

Although not all problems can be happily resolved, understanding the deeper reasons why things happen can enable us to handle life's situations more easily.

Gene Linzey worked in the aerospace industry, direct sales, and served as a bi-vocational pastor while working at a national laboratory. He is a published author and originally wrote these stories to encourage others in his division. Names and some locations have been changed to protect privacy.

Mediating Workplace Conflict

Tue, 22 Jun 2010 00:00:00 -0500

Some conflicts are so severe they require third-party mediation from a friend, co-worker, or supervisor. If you're tasked with resolving a conflict between two team members, there are two principles to remember: 1) the power for effective change rests within our relationships and 2) forgiveness is the key to restoring relationships.

You might take one party aside and say something like this: "When two people have a conflict, it's my experience that it's rarely 100 percent one person's fault. Would you agree usually both sides are partly to blame?" Most people will agree with that statement.

If the person agrees, you can follow up with: "Would you be willing to take responsibility for a small portion of this problem-like maybe 5 percent of the blame?" Again, most people are willing to take a small amount of blame. If someone will not commit to 5 percent, you can negotiate down. But for this technique to work, a person must be willing to take some portion of the blame.

If the person agrees to take 5 percent of the blame, he or she is saying the other person is responsible for 95 percent! But that's okay at this point.

Then you can ask this question: "If the opportunity presented itself, would you be willing to take responsibility for your 5 percent? I mean, would you be willing to say the seven hardest words in the English language to the other person-I was wrong; will you forgive me?"

These are hard words to say. If you don't believe me, try saying them to your children. I don't know about you, but it is hard to admit when I have been wrong in the way I have treated my children and to ask for their forgiveness, but it is the path of character.

Sometimes, the person will respond, "I'll take responsibility for my 5 percent as long as they take responsibility for their 95 percent!"

At this point, caution the person a request for forgiveness must be unconditional. It cannot depend on the other party taking responsibility for their portion of the blame, and you cannot mention percentages when you talk to the other party! The final question is: "If the other person was to ask you to forgive them, would you do it?"

If someone commits to these last two questions, you're halfway there. My next statement would be: "Wait right here..." Then I would track down the other party and do the exact same thing with them. If I can get commitments from both of them, the stage has been set for restoration.

The final step is to bring the two together and facilitate the restoration. Once the first person takes responsibility, it becomes easier for the other person to forgive and to ask for the same.

Here's the interesting part. One party took 5 percent of the blame. The other party took another 5 percent. Nobody took responsibility for 90 percent of the blame. It just evaporates! It becomes a non-issue and the relationship can be restored.

I've used this technique effectively with conflicts between officers and conflicts between officers and citizens. I remember using it one time in a conflict between a citizen and one of my detectives. When I asked the citizen if he would be willing to take 5 percent of the blame, he responded, "I'll take 10 percent!"

They left the office with an arm on each other's shoulder, making plans to get together for a barbeque!

So far, I have never had it fail. I encourage you try it the next time you are mediating a conflict. Be sure to set it up properly. And be sure to let me know how it worked out.

Ray Nash served three terms as sheriff in Dorchester County, S.C. and is now serving as a professional mentor to the Afghan National Police. You can read more from him on www.PoliceDynamicsMedia.com.

How Meekness Works

Wed, 16 Jun 2010 00:00:00 -0500

Maybe it's because it rhymes; maybe it's because a meek person doesn't automatically retaliate. Many confuse meekness with weakness, but it requires tremendous strength to control your emotions.

Identify Your Feelings

Be honest about your feelings toward other people. If your chest still tightens up when you think about someone, you are probably angry.

This gets more complicated when you feel like you should be "over it" or when a profound hurt causes complicated emotions. It is possible to feel hurt by someone who has wronged you and to selfishly hold a grudge at the same time.

Define the Problem

Ask yourself, "Why do I feel this way?" Your emotional reactions often indicate when something is really wrong. A victim of abuse feels pain because the abuser has violated the victim's human dignity.

Your emotions also indicate what you really value, and not all values are created equal. A victim of abuse might consciously or subconsciously avoid hurt at all costs, and this value system will cause him or her to lash out at any source of pain...a child who accidentally evokes a painful memory or a true friend who points out how the victim is now abusing others.

Get Perspective

Even if someone is out to get you, you'll have to step back in order to respond appropriately. Step back from the situation and look at the facts. If you're already stressed or tired, it's easy to imagine something that might not have happened.

Find help from trustworthy people who will give you an honest assessment of your character flaws. Ask yourself how much you contributed to the problem.

Check Your Attitudes

When you experience conflict, identify what's keeping you from getting along. Are you valuing the right things? Is it your commitment to quality or your desire for control that's fueling your negative emotions? Sometimes it's both. Sometimes you will have to ask for forgiveness for a rotten attitude and find a more constructive way to deal with the quality issue.

Control Responses

Sometimes you'll have to walk away. Sometimes you'll have to be willing to be misunderstood. Speak in a calm voice. Avoid harsh language and verbal threats. Do not give in to verbal or physical violence.

New Cars and Good Decisions

Wed, 09 Jun 2010 00:00:00 -0500

I have been thinking about getting a new car.

The one I have has 118,000 miles on it, and I figure it’s probably time to start thinking about what’s next. I have been doing some research online, but I took a big step this week when I went to the dealership to look at two cars I would love to own.

Like most families when I was growing up, we had money for the necessities, but we didn’t have extra money for luxury items. The cars we drove were never the object of envy for our neighbors. My brother and I, however, would daydream about the cars we would own “some day.” In our minds, the ultimate sign of success was a classic car.

I’m not one of those people who think everything you purchase needs to make absolute rational sense. Sometimes we buy things because they fill an emotional need.

With that said, I have found my emotional kryptonite comes in the form of a car. If I do not understand the emotional blind spot that makes me prone to buying a car for the wrong reasons, I will go to the dealership for a safe, reliable, comfortable, and fun car for the family and end up buying something much less practical.

Buying the car that makes sense for my family or the car that makes a childhood dream a reality both provoke an emotional response. Consequently, it’s important to have a clear picture of what I really want so that my decision matches my larger goals in life.

Though some would prescribe the dismissal of all emotion, this approach is likely impossible, and even if it is viable, it is undesirable. The goal is not the absence of emotion; the goal is learning to control our emotions rather than having them control us.

Our Emotional Intelligence Quotient (EQ) is the only type of intelligence that grows over a lifetime. I think our ability to manage our EQ has as much or more impact on our success than our IQ has.

The clearer our vision for our future (personal and professional), the better our odds of staying focused and making positive decisions. If you desire to work in an organization that values teamwork, you will likely work towards eliminating the emotional outbursts that undermine trust and sabotage teams.

When we recognize we are negatively controlled by our emotions, we need to clarify our short-term and long-term goals.

Character in the Crisis…and the Daily Grind

Thu, 03 Jun 2010 00:00:00 -0500

When we think of character, we often think of the brave—those inspirational and heroic people who choose to do the “right thing” when it requires personal sacrifice. What is it that motivated the soldiers who stormed the beaches on D-Day, the firefighters who climbed the stairs of the World Trade Center, or the passengers who decided to retake United flight 93 instead of allowing the terrorists to take more lives?

Although most of us will not be tested in such extreme situations, our commitment to character will be tested. How we manage these moments reveals our personal convictions and shapes the culture of our organizations.

In addition to adopting a formal leadership-training program, such as the Character First system, I would suggest a few things I have found helpful to keep in mind when navigating a difficult situation.

Dealing with difficult times is exhausting and requires that you make rest a higher priority. This is a hard sell to many people who feel too busy to rest. My rule of thumb is “don’t make an important life decision without two good nights of sleep.”

When we wrestle with complex issues, it is easy to get confused and overwhelmed. We tend to perform better when we can articulate our concerns to a trusted advisor. A trustworthy person listens well, keeps your thoughts confidential, and helps you focus on seeking positive outcomes. If you are not in a situation in which you can seek counsel, ask yourself what advice you would give others if they were in the same situation.

Resist the urge to vent. When we feel attacked, we commonly seek comfort by complaining about those who wronged us. In the Facebook and Twitter era, one post about your frustration or disappointment (even when it’s warranted) can make things worse.

Most of us can endure difficult times if we believe our sacrifice has purpose. When dealing with a difficult situation or a difficult client, keep your purpose in mind and remain positive. Working in a negative environment is rarely rewarding.

Those who desire to lead with character must strategically prepare for the challenges of tomorrow. Thank you for your commitment to character-based leadership.

Ernest Shackleton—endurance vs. faintheartedness

Wed, 02 Jun 2010 00:00:00 -0500

In August 1914, Ernest Shackleton and 27 crewmembers set sail from London in the Endurance. Their mission—to cross Antarctica on foot—had to be abandoned when ice trapped their ship and eventually crushed it to pieces.

On April 24, Shackleton and five others left 22 men on Elephant Island and set out in a 22-foot lifeboat. They reached King Haakon Bay on South Georgia Island May 10, and Shackleton, Thomas Crean, and Frank Worsley left the other three men and crossed the island—scaling mountains as high as 4,500 feet and fighting frostbite, hunger, and hypothermia. They reached Stromness Whaling Station ten days later.

Crean and Worsley immediately left to rescue the three men waiting at King Haakon Bay, and on August 30, 1916, Shackleton returned to Elephant Island for the remaining 22 men.

All 28 survived.

Take One Step at a Time

When something stressful occurs, it’s normal to freeze and then to feel overwhelmed or panic in some way. The key to survival is to get a realistic understanding of your situation as quickly as possible and to discipline yourself to take measured, constructive action.

If you’re lost in the wilderness, you will want to rush madly forward, trying to get “unlost.” Your chances of survival will dramatically increase, however, if you focus on maintaining your body heat, staying hydrated, and making good decisions.

If you’re being criticized for a decision you made at work, you will want to defend yourself. Your chances of success improve, however, if you listen and ask yourself what aspects of the criticism are true. Focus on the process, and let the results take care of themselves.

Renew Your Energy

Life is more like a series of sprints than a marathon. Pushing yourself beyond your capacity reduces productivity today and your ability to function tomorrow. Recognize the physical, mental, and emotional energy required to do a job, and build strength by repeatedly pushing yourself to your limits and then giving yourself time to recover.

Do It Right

When you’ve set your heart on hiking up Half Dome at Yosemite, you tend to ignore the gathering thunderstorm. It doesn’t seem like a big deal to override a safety feature when you’re just about done with a project. It’s easy to relax your driving when you’re almost home.

Even Antarctic explorers have to take daily exercise and repair tears in their tents and sleeping bags. Details always matter.

Help Somebody

Viktor Frankl described how the image of his wife brought fulfillment, even while he was imprisoned at Auschwitz. Some have decided against suicide because of the hurt it would cause loved ones.

Ask yourself whom your life touches and how you can benefit them. When you see life in this context, each task can be worthwhile. You need to care about others, perhaps especially when you’re facing dire circumstances.

Have a Higher Purpose

In his book, South: The Endurance Expedition, Shackleton wrote, “I think that though failure in the actual accomplishment must be recorded, there are chapters in this book of high adventure, strenuous days, lonely nights, unique experiences, and above all, records of unflinching determination, supreme loyalty, and generous self-sacrifice on the part of my men….”

Perhaps Shackleton was making the best of defeat…or maybe the attitudes that allowed him to see benefit in a “failed” expedition also contributed to his survival. Had Shackleton cared only about his goal, he would have responded to the circumstances much differently, and like Herman Melville’s Captain Ahab in Moby Dick, he might have led his crew to destruction.

Think about what will matter at the end of your life, what relationships will matter to you, and what influence you want to have on others. These values will help you set priorities and give you the resolve to live wholeheartedly—even when you have to adjust your goals.

See Need...Create Unique Value...Try It

Tue, 01 Jun 2010 00:00:00 -0500

At ten years old, I was selling

lemonade at a street festival near

my grandmother’s house, and I was

shocked to see a man pass my stand and

purchase more expensive lemonade

from another vendor.

I asked why he had not purchased

lemonade from me. He smiled and

explained the other vendor squeezed

lemons fresh and I used a mix. This

experience planted a lesson that has

been maturing ever since—to succeed,

each business or individual must create

unique value for someone else.

The information age accelerated the

speed at which we do business and

compete globally. To win, we must

transform ourselves from job doers into

opportunity seekers. We must all become

entrepreneurs.

Creating unique value takes many forms.

A friendly waitress can increase the

value of a meal. A sales person creates

value when he or she listens closely to

a customer’s needs and offers the best

solution. Entrepreneurs create solutions

for real problems.

The secret lies in discovering unmet

needs and satisfying them. Every

process can invariably be made better.

Every grunt of frustration or crinkled

forehead could represent an unmet

need. Unmet needs are crying out for

solutions everywhere, but to see them

you must reject the status quo.

As I practice looking for unmet

needs, they become more and more

apparent. For example, a common

challenge entrepreneurs face is

estimating how many buyers exist

for what they are trying to sell. As I

considered this, it occurred to me

the number of people searching for

and talking about a given topic on

the internet could be a good basis for

establishing a potential market size. By

identifying, combining, and analyzing

information from various sources, I

developed a formula that produced a

fairly accurate market size estimate for

a project I was working on.

In order to refine this idea and make

sure it could be valuable for others,

I’ve used this process to help investors

analyze potential market sizes and

entrepreneurs test their ideas so they

can focus on the best opportunities.

I’ve also used this methodology to

help small businesses and several

large organizations pinpoint where

their marketing efforts would be most

effective.

Creating a solution for an unmet

need requires a lot of persistence and

fortitude. We have to care enough

about the problem to see the solution

through, and we have to have the skills

to fix the problem.

The challenge of understanding

potential market sizes affected me

personally, which motivated me to find

a solution. The process of discovering a

solution also aligned with my skills and

experience in the internet industry.

When an unmet need aligns with

our passions and skills, it can be

transformed into an opportunity.

To cultivate our passions and abilities,

we must jump into the entrepreneurial

process of pursuing unmet needs and

attempting to create unique value. This

is scary because we will fail along the

way. Each attempt, however, will refine

us and bring us a little closer to the goal.

At ten years old, I was selling lemonade at a street festival near my grandmother’s house, and I was shocked to see a man pass my stand and purchase more expensive lemonade from another vendor. I asked why he had not purchased lemonade from me. He smiled and explained the other vendor squeezed lemons fresh and I used a mix. This experience planted a lesson that has been maturing ever since—to succeed, each business or individual must create unique value for someone else.

The information age accelerated the speed at which we do business and compete globally. To win, we must transform ourselves from job doers into opportunity seekers. We must all become entrepreneurs.

Creating unique value takes many forms. A friendly waitress can increase the value of a meal. A sales person creates value when he or she listens closely to a customer’s needs and offers the best solution. Entrepreneurs create solutions for real problems.

The secret lies in discovering unmet needs and satisfying them. Every process can invariably be made better. Every grunt of frustration or crinkled forehead could represent an unmet need. Unmet needs are crying out for solutions everywhere, but to see them you must reject the status quo.

As I practice looking for unmet needs, they become more and more apparent. For example, a common challenge entrepreneurs face is estimating how many buyers exist for what they are trying to sell. As I considered this, it occurred to me the number of people searching for and talking about a given topic on the internet could be a good basis for establishing a potential market size. By identifying, combining, and analyzing information from various sources, I developed a formula that produced a fairly accurate market size estimate for a project I was working on.

In order to refine this idea and make sure it could be valuable for others, I’ve used this process to help investors analyze potential market sizes and entrepreneurs test their ideas so they can focus on the best opportunities. I’ve also used this methodology to help small businesses and several large organizations pinpoint where their marketing efforts would be most effective.

Creating a solution for an unmet need requires a lot of persistence and fortitude. We have to care enough about the problem to see the solution through, and we have to have the skills to fix the problem.

The challenge of understanding potential market sizes affected me personally, which motivated me to find a solution. The process of discovering a solution also aligned with my skills and experience in the internet industry.

When an unmet need aligns with our passions and skills, it can be transformed into an opportunity.

To cultivate our passions and abilities, we must jump into the entrepreneurial process of pursuing unmet needs and attempting to create unique value. This is scary because we will fail along the way. Each attempt, however, will refine us and bring us a little closer to the goal.

Grant Webster lives in Temperance, Mich. where he owns and operates Opportunity Metrics. You can see more from him on his website, www.GrantWebster.com.

With Open Hands

Tue, 01 Jun 2010 00:00:00 -0500

One day about a year ago, I looked up from my six-year-old public relations company and realized two things. First, we were not a start-up anymore, which means we had fixed budgets, tiered management, and a diverse client base. Secondly, I had a capable staff running most aspects of my business.

The responsibilities that I loved—accounting, human resources, quality control, overall operations, client service and business development—were all being executed by our team. I was able to focus my time on pressing issues, growing our business, and big projects.

My new role made me uncomfortable. I’ve always been a hands-on leader, quick to praise and even quicker to jump in the middle of project details, and this became a problem and sometimes impeded progress.

Then, Isaiah was born.

Our first son, Jackson, was born premature and weighed only 5.5 lbs. Isaiah, was born a healthy 8.6 lbs and 21 inches. My wife, Lee Anne, had a normal pregnancy. But Isaiah cried every waking moment, and he did not sleep even close to a normal level for a newborn. Something was wrong.

At five months, Isaiah had his first grand mal seizure. Terrified, we rushed him to the emergency room.

Tests were inconclusive, and we were sent home with an antibiotic. It must have been a fluke, we told ourselves.

Many seizures and months later, Isaiah was diagnosed with epilepsy. We were positive about his future but devastated by his diagnosis. During the weeks and months of sleepless nights, doctor office visits, and hospital stays, I learned a valuable lesson about my business.

Saxum continued to grow while I was spending huge amounts of time with my family. My passion for the business had allowed me to hire great people. We built a culture based on transparency, trust, and helpfulness. Saxum wasn’t mine. Saxum was ours.

Everyone was supportive of our situation, and my anxiety about whether others would do as good a job as I could proved totally misguided. We saw an increase in revenue by 23 percent in 2009, all while I was tired, absent, or working from a hospital room. I trusted people to do their jobs.

The story has a happy conclusion. Isaiah is doing well at ten months of age. He still has epilepsy, but we are hopeful a surgical cure could be in his future.

When that time comes, we’ll hold him with open hands, too.

Editor’s Note: We regret to report Isaiah passed away suddenly just as this article went to press.

C. Renzi Stone earned a bachelor's degree in history from the University of Oklahoma, where he also played basketball, and he serves as president and CEO of Saxum Public Relations in Oklahoma City.

Deal with Change, Pursue Excellence, Be Your Best

Tue, 01 Jun 2010 00:00:00 -0500

When the cheese runs out in Spencer Johnson’s Who Moved My Cheese, the mice—Sniff and Scurry—instinctively sniffed and scurried off through the maze to find “new cheese,” but the “littlepeople”—Hem and Haw—had a hard time accepting the situation, overcoming fear, and believing there was other cheese to be found.

Haw’s behavior finally changed when he asked himself, “What would you do if you weren’t afraid?” Haw then heads off into the unknown and eventually finds “new cheese.”

The moral to the story: if you enjoy eating cheese or if you want to survive changes, you need to enjoy the process of finding new cheese.

In his book, Between the Lines, Orel Hershiser recalled a two-hit shutout he threw at Wrigley Field in 1984. He said, “I knew I had thrown a great, two-hit shutout, but I wasn’t sure how. And if I didn’t know how, I was pretty sure I wouldn’t be able to consistently do it again, except on raw talent or sheer luck…. So I decided to take control of my preparation—become a student of the game and myself. Every single detail of it.”

In 1988, Hershiser broke Don Drysdale’s consecutive scoreless inning record, won the 1988 World Series, and came back from careerthreatening shoulder reconstruction surgery in 1990.

“In the sixteen years that followed the two-hit shutout in Chicago, I built a mind-set where every day counted. I did my best to not only pay attention to what I was doing, but searched for what else could be done. And I created a sense of urgency to learn everything I could before my physical capabilities peaked, so I could still be successful as my strength faded.”

Change—sometimes catastrophic change—will touch everyone’s life. Sometimes the environment changes so much entire industries must find new business models, like the newspaper or the music industry today.

Sixty-two percent of American households accessed the Internet from home in 2007, according to numbers released by the U.S. Census Bureau. That’s up 18 percent from 1997. And search engines, online stores, and social media have changed the ways we get information, shop, and even relate to one another.

In A Whole New Mind, Daniel Pink argues society is moving into a “Conceptual Age” where the abundance of goods, continued automation, and the ability to coordinate global workforces has placed a new premium on more right-brain aptitudes, such as art, narrative, design, and empathy.

The future is hard to predict, but maybe the question isn’t so much how to deal with change but how your self-discipline and your commitment to excellence are preparing you for whatever challenges you will face.

Sticks, Stones, and Digital Images

Tue, 04 May 2010 00:00:00 -0500

Corporate no-blogging policies and educating young people on the dangers of “sexting” only work until the next technology comes along—or until someone finds a way to avoid detection—and the technological issues sometimes distract from the age-old human issue.

Everyone knows how one indiscreet comment can undermine years of trust and even ruin a career. Many know what it’s like to receive a thoughtless or malicious comment, and many have regreted saying something inappropriate. Cell phones, text messaging, and Twitter just make it easier to spread and harder to retract.

Ask yourself if you’re thinking correctly before you speak or act. A question, even an antagonistic question, is easier to take back than a false accusation.
Check your attitude. If you’re upset because you feel entitled to something, you’re probably about to blow it.
Pick words carefully. Communication is less about what you mean and more about how the other person understands.
Pick your venue. Don’t say via text message what you should say in person. Don’t say in public what you should say in private. Remember most social media is more or less public.
Do not text message during meetings or while others talk to you. Turn off your cell phone ringer in meetings, at theaters, and at other public events.
Do not say something to others you would not say to a person’s face.
Some things should go unsaid, even if you’re deeply passionate about them. Ask yourself what your relationship is to this person, what your responsibility is to this person, and whether saying something will benefit this person.

Ask good questions, listen to the answers, act on what you learn

Mon, 03 May 2010 00:00:00 -0500

Kathryn Mattox has nearly thirty years of experience as a business owner and has a keen insight into what makes leaders tick. Every Monday morning, for the past four years, she has met with her executive vice president, Lanny Kendall, for a thirty-minute leadership development meeting.

After the customary greetings and small talk, Lanny took a sip of coffee and asked his usual question. “So, how are things?”
He had asked the same question every Monday for four years. Even now, he was amazed by Kathryn’s enthusiasm in responding to the same question each week. Today, she wanted to talk about Eric Sanchez.

Eric had worked with Kathryn’s company five years when he became a manager nearly a year ago. He had been nervous about applying for the job but felt confident he could do it if he got the chance. After numerous interviews, Kathryn agreed, and Eric was promoted. His work has been exemplary thus far.

Kathryn said, “I’m hearing it from everywhere. Eric is doing a great job. He just gets it. He understands how things work.” She sat her coffee on the desk.

Lanny thought for a moment and asked, “What is he doing specifically that makes him so unique?”

Kathryn appeared to have thought about this question before. “Eric does three things that I think make him special. First, he asks great questions. I asked him about this a few weeks ago, and he said, ‘My mother taught me you don’t get great answers if you don’t ask great questions, and I figured she was probably right.’ He said, ‘The questions we ask of ourselves and of others define how we see the world.’”

Lanny nodded and said, “I’ve heard similar things. One of our part-time employees is the son of a family friend. We were at a school function and started talking about work, and this guy said his son was really impressed by Eric’s interest in his employees. He said Eric took the time to ask his son, ‘How do you think we would treat our customers and one another if we believed we were working for the best company in the world?’”

Kathryn smiled. “He’s also a world-class listener,” she said. “He has the discipline to not interrupt while people are responding.” She paused for a moment and said, “You can’t lead people if you don’t understand what they need, and you can’t understand what they need if you don’t listen.”

She took another sip of coffee and said, “He asks great questions, he is a world-class listener, and he is willing to take action.”

Lanny wrote down the third point and said, “What do you mean by taking action?”

“He builds confidence in others by taking action on the things they talk with him about. It’s one thing to feel like you’ve been heard; it’s another thing to feel like your thoughts provoke real change. Eric takes action, resolving problems instead of letting them accumulate.”

Kathryn wrapped up their meeting and said, “Lanny, I appreciate these meetings. I know we don’t always get to talk about how great things are, but it’s inspiring to work with colleagues like Eric who understand that life’s more than just going to work.”

Nathan Mellor holds a doctorate of education in organizational leadership and serves as president of Character First. He uses fictional stories to share real world observations about leadership and life.

What Drives You?

Sun, 02 May 2010 00:00:00 -0500

Daniel H. Pink’s narrative style and his conversations with his sources make Drive an absorbing read—and a persuasive call to rethink common assumptions.

Pink reviews a conventional understanding of human motivation, starting with the initial drive to survive and evolving into a desire to gain certain benefits and avoid losses. He argues this model doesn’t explain why open source Wikipedia beat out Microsoft Encarta, and he cites a growing body of evidence that traditional extrinsic rewards can reduce creativity, encourage unethical shortcuts, and dampen long-term thinking.

In order to bridge the gap between management practice and actual human behavior, Pink turns to Edward Deci and Richard Ryan’s three elements of motivation—which Pink calls “autonomy,” “mastery,” and “purpose.”

For Pink, autonomy means “acting with choice.” He sees it as the fundamental element in the motivation equation and perhaps the one over which supervisors have the most influence. And he’s quick to point out it isn’t just a western thing.

He also challenges readers to rethink how they measure potential—theirs and others’. Those who want to achieve mastery must approach challenges as opportunities to improve, embrace the pain required, and realize they will always have room for improvement.
“The most deeply motivated people…hitch their desires to a cause larger than themselves,” Pink says. And though he doesn’t discuss what makes a particular purpose satisfying, he does challenge readers to ask the question.

The 50-page “Toolkit” section will prove helpful for parents who want to give their kids a head start, supervisors who care how they affect colleagues, and anyone who, like this reviewer, has to get better…just because the job is worth doing.

Success...Even When Projects Don’t Meet Expectations

Sat, 01 May 2010 00:00:00 -0500

Adam and Christine Jeske have two children—Phoebe and Zeke—and two master’s degrees in international economic development. After their recent work in Africa, Christine wrote Into the Mud: Inspiration for Everyday Activists, True Stories of South Africa. Adam recently took time to discuss their experiences.

What were your responsibilities at the microfinance organization, and how was the program administered?

My wife and I shared responsibilities as the managing directors for a pilot project in Kwa-Zulu-Natal, South Africa. The aim of the project was to devise a sustainable model of business training and small loans to vulnerable youth in a challenging rural environment. Weekly meetings brought together staff and students at local high schools, where they learned elementary business principles and took and repaid small loans as groups.

How much discretion did your organization exercise over who received loans?

The organization was eager to gain a group of clients as quickly as possible. As such not much discretion was exercised over who received loans, other than our social issue screens.

How did you measure whether loan recipients were improving their long-term economic position?

We were working with a fairly extreme population…rural youth in an area with an adult HIV infection rate of 40 percent. So any gain in business acumen, self-worth, and life skills was a win. We relied upon qualitative research and evaluation done with and through our field staff. This included home visits, interviews, and conversations with others in the households of our clients.

So could you share some of these results and give us a feel for what you saw?

Well… the results were a mixed bag. We found that the youth and families that we served face a much more difficult struggle than we [and] our local Zulu staff anticipated. Many had not previously handled money for which they were responsible. There were serious power dynamics in households with adults, particularly men. And the surrounding credit culture we found was abysmal, with little repayment on all sorts of credit mechanisms.

But we saw the spark we hoped for in a few young adults, where they took their loans, made a business plan, budgeted, kept records, had the discipline to pay back, and ended with a business that continued to bolster their household economy. These continued even after the loan cycle and the project itself. That is a win.

Finally, we learned a lot from the attempts, even when meeting frustration. We then recommended other routes with the project: serve more traditional microfinance clients (adult women who already have functioning businesses), start business savings clubs (rather than a sustainable credit program), or move the project to an area with higher population density to make the work more efficient for staff.

In what ways did that experience change your ideas about helping people?

Helping people is hard. And when you're working cross-culturally, it's even more challenging. There is a multitude of variables; it's exceedingly difficult to plan for everything. But at its base, I continue to think it's about relationships.

Outside of a mutual relationship, real improvements in finances, health, character, priorities, and other key areas are rare. So I try to learn from people that I try to help. Put another way, I try to be helped as much as I try to help others. In the hard places I've worked, there is a lot to learn from people—joy, peace, patience, perseverance, faith, hard work, generosity, hospitality, and much more.

So you would consider your experience in South Africa a positive, even though the project didn’t turn out the way you had hoped?

Yes, our aim was to see if the vision was possible, to evaluate the potential. While we certainly would have been happier if our outcomes led to a large and successful program benefiting thousands of clients, we were certainly satisfied with the learning from the project. For example, the lessons learned through the microfinance project have been helpful as I've gone on to teach African leaders at a seminary in South Africa and presented to North American audiences.

That seems like a hard perspective to have because many of us define success according to our plans and expectations.

True, but I think my expectations were tempered by the "pilot" aspect of the project. I knew it was a long shot, in some ways. And that's the nature of international development work, generally—there are a lot of glorious wildfire starts, valiant attempts and courageous efforts, but also many missteps and mistakes. If anyone had it all figured out, there would no longer be poverty, right? So that's part of the field.

And on a personal level, while I do plan and set high goals, I realize that I am finite and do not control every variable. But my Christian faith gives me hope to carry on despite challenges and setbacks. As Mother Theresa has been quoted, "God doesn't require us to succeed; he only requires that you try."

Adam Jeske does freelance writing and photography, particularly on cultural and social issues. You can find his work at www.WorldviewMultimedia.com and find a free excerpt of Into the Mud: Inspiration for Everyday Activists on www.IntotheMud.com.

Girl Scouts Beyond Bars

Thu, 01 Apr 2010 00:00:00 -0500

Oklahoma leads the nation, incarcerating 134 women per 100,000 population in 2009. According to the Oklahoma Study of Incarcerated Mothers and Their Children 2009, this affects over 4000 children under age 18. Sheila Harbert is director of Girl Scouts Beyond Bars for Girl Scouts of Eastern Oklahoma.

Character First: What attracted you personally to the Girl Scouts Beyond Bars program?

Sheila Harbert: I have 14 years background as an Oklahoma Department of Corrections volunteer through my church. During Bible study, the ladies would always show remorse and regret for “letting their children down.” They were extremely sorrowful because they were not able to see their children. In 2003, Girl Scouts of Eastern Oklahoma was awarded a grant for the specific purpose of using Girl Scouting principles to help mend mother/daughter relationships that were broken due to incarceration. I jumped at the opportunity!

CF: You mentioned a conversation you had with one of the girls concerned about her brother not being able to go visit their mother. Could you describe that conversation? What prompted you to do something about it?

Harbert: While returning a young girl home after a fun outing, her brother ran to the van and asked the girl what she did and if she had fun. The young girl—who was previously laughing and talking about how much fun she had—answered, “It was okay.”

At a future meeting, I asked the young girl why she played down her good time...and she replied, “It’s fun going to see Momma, but it’s hard going home to my brother and he didn’t get to have the same fun as me. So I just always make it sound like no big deal.” Then she asked me why the brothers don’t get to go.

As a leader, we teach the girls that there is a solution to every problem. We just have to put our resources to good use to solve them. We have always taught that Girl Scouts are innovative and can do anything they put their mind to. This young girl believed us. Thus was born Boys 2 MEND.

CF: You said a similar conversation led your organization to start Project Reconnect. What happened there?

Harbert: An important part of Project MEND is that we meet with the mothers apart from our child/mom meetings and teach them life skills that prepare them to go home and take care of their families. The children have always been an integral part of this teaching. Project MEND allows the children to remain with [the] program after the mother’s release, so our leaders have regular communication with the mothers post-release.

An older girl scout read about reentry and how other states were allowing mothers to learn a trade while they are incarcerated so that they could find a good job after release. With the overwhelming support of the George Kaiser Family Foundation, Project Reconnect was born.

CF: You have many organizations working together on Project Reconnect. What challenges have you encountered? How did you and those involved deal with them?

Harbert: Our partners began with Oklahoma Department of Corrections, Helping Women Recover, Arbor Workforce, Tulsa Technology Center, and CareerTech.

The challenges we faced were providing this type of program while the ladies were incarcerated. The ladies had to be transported to a different location for training. Also the same time we started this program, the country went into a recession.

We overcame the challenges by constantly evaluating our current programming. Three classes later, we have learned so much and feel that we are on the right track.

Reducing Turnover

Thu, 01 Apr 2010 00:00:00 -0500

Reducing turnover should be a huge concern for every business. Once corporate leadership devotes the time and resources to hire the right staff, they must not throw it away by allowing that staff to leave prematurely. The American Management Association has long held that the cost of replacing a worker averages around 30% of that workers’ annual salary, and the Society of Human Resource Professionals (SHRM) places it as high as 90%–200%, depending on the industry.

Hiring new people is an expensive and time consuming process, but is often absorbed as a cost of business because managers have not seriously considered reducing turnover. In their 2008 Human Capital Benchmarking Study, SHRM found the median U.S. annual turnover rate to be 15%, and chided organizations for being “not aggressive in restaffing lost talent as organizational revenue and net income continued to slide” (HR Magazine, Dec 1, 2008). In other words, reducing turnover is not a priority for many U.S. businesses.

The value of keeping an employee actually exceeds the cost of hiring a new one. Think about it: The longer an employee remains in the force, the more re-hires are avoided. If reducing turnover is such a powerful means of increasing organizational efficiency, why don’t more businesses focus on it? Briefly: it’s hard.

SHRM’s list of best practices to reduce turnover reads like a summary of human resource responsibilities: recruitment, selection, socialization, training and development, compensation and rewards, supervision, and employee engagement.

How They Do It

Fri, 01 Jan 2010 00:00:00 -0600

Five influential professionals recently shared how they manage personal productivity.

David Allen wrote the popular book, Getting Things Done, and he has a new book out, Making It All Work: Winning at the Game of Work and the Business of Life.

What routines have you established in order to manage your time effectively?

My primary success habit is a once-a-week review of all outstanding projects, actions, waiting-for’s; and a thorough look at every one of my upcoming calendared items. This “hard wires” my intuition so that as I move through work and life...I make better judgments about my activities, commitments, and responses.

How do you stay motivated and engaged?

I ensure that I’m consistently defining and completing actions toward meaningful outcomes, and that those outcomes are aligned toward significant things I want to accomplish and experience. It’s also quite motivating to be doing work that’s obviously providing great value for many people....

Catherine McCarthy is coauthor of The Way We're Working Isn't Working: The Four Forgotten Needs That Energize Great Performance due out in May. She is chief operating officer at The Energy Project. She was an All-American lacrosse player and holds a PhD in clinical psychology.

What routines have you established in order to manage your time effectively?

The work that we do at The Energy Project revolves around the concept that we must learn to more effectively manage our energy—not our time—because time is finite. Energy, on the other hand, can be systematically renewed and expanded by adopting certain rituals. If you can increase the amount of energy you have available to you, you will be able to get more done, in less time, at a higher level of engagement and a greater level of satisfaction. Human beings are complex and run on four sources of energy: physical, emotional, mental and spiritual energy....

Some examples of rituals that I use to better manage my energy include taking a break every 90–120 minutes to eat something, drink something, move, or take a few deep breaths to refuel my physical energy. Emotionally, I make sure that I do something every day...that makes me feel happy to make sure that I am nurturing the kind of emotions that will serve me and others well. Mentally, I try to have a period of silence a couple of times a day. This helps to improve my focus and makes me more effective. None of these activities take more than a few minutes and they help to keep me energized with the right quantity, quality, and focus of energy.

How do you stay motivated and engaged?

When you manage your energy well, it is much easier to stay motivated.... When you feel that you are running on fumes, it is hard to be the kind of person that you want to be. I also know from my own personal experiences and from delivering our curriculum to thousands of people...that people who stay connected to what matters most to them, live in alignment with the values that they most believe in, and find ways to serve a cause greater than themselves are more engaged than others. We believe these individuals are tapping into the energy of the human spirit....

Mario Denton is an industrial psychologist and chief executive officer of Strong Message, a consulting firm in South Africa.

What routines have you established in order to manage your time effectively?

Start where you are, visualize it, make a map, write it down, plan it out. Remember that most urgencies are simply other people’s priorities. I like the statement from Stephen Covey: “Time management is really a misnomer—the challenge is not to manage time, but to manage ourselves.”

How do you stay motivated and engaged?

Keep a journal of your hopes, dreams, goals, and accomplishments. If your life is worth living, it’s worth writing down.

Larry McAtee serves on the Oklahoma City Council. He is president of the consulting firm Ironsharpeners, Inc. And he holds a master's degree from New York University Graduate School of Business Administration.

What routines have you established in order to manage your time effectively?

I have gone from a paper schedule outlining activities by day and hour to a Blackberry that does the same function electronically. Using a simple priority format of God, family, city council duties, consulting engagements, and ministry, I schedule as far in advance as possible. This allows me to focus on balancing my actions as best as possible.

How do you stay motivated and engaged?

To keep from becoming distracted or discouraged, I try to keep my focus on accomplishing my life goal. That goal is to have God say when the end comes, “well done my good and faithful child.” When upon a review of where I am…I realize I am off course, it is then that I have to admit it, quit it, and get back on the right path.

Mayor Mick Cornett spent 20 years in local television and launched his video production business before becoming Oklahoma City's mayor in 2004. He has presided over the arrival of the NBA in Oklahoma City and several renovation and development projects.

What routines have you established in order to manage your time effectively?

Get up early, stay organized, and surround yourself with really good people.

How do you stay motivated and engaged?

I love what I do. I try to rehearse in my mind my reaction to every possible scenario.

Building Trust in Western Michigan

Tue, 01 Sep 2009 00:00:00 -0500

“Due to an extremely difficult economic environment, CertifiChecks, Inc., has ceased operations, effective immediately.”

When this announcement appeared on the CertifiChecks website February 26, it left chambers of commerce across the country and even the Department of Defense with a huge problem.

Jane Clark, president of the Holland Area Chamber of Commerce, got the news on Friday, February 27.

Count the Cost

The Holland chamber used Certifi-Checks to manage a “buy local” gift certificate program since 2001. Clark said individuals purchased $350,000 in “HollanDollars” between January 2008 and January 2009.

Recipients could walk into participating businesses and buy whatever they wanted. The merchant would deposit the certificate like any other check, and the chamber earned a slight commission. CertifiChecks administrated the program, issued certificates, reaped interest on the money they held, and kept the funds from certificates nobody redeemed.

After she heard CertifiChecks had suspended operations, Clark spent the weekend conferring with legal counsel and trying to discern how much money it would take to cover the gift certificates still out there.

Some chambers told merchants to remove promotional signs and warned them to stop taking the certificates. Many chambers did not have reserve cash to cover the problem.

Take Responsibility

“We decided this right out of the gate,” Clark said. “By Monday morning, our executive committee met with our attorney and decided that we couldn’t do that. You can’t say to a community that’s trusted the chamber of commerce, ‘Sorry, your certificate is worthless.’”

The Holland chamber has a $1 million budget, and Clark estimated about $120,000 in “HollanDollars” remained unredeemed. She told the board, “We have a rainy day fund—and it is pouring.”

The board decided to take responsibility for the “HollanDollars” community members still had, allowing merchants to accept the certificates and then receive a reimbursement check from the chamber.

Over the next three months, the chamber paid out $60,000.

Fulfill Agreements

On March 3, the board of directors for The Chamber of Commerce for Grand Haven, Spring Lake, and Ferrysburg adopted a similar plan, agreeing to back CertifiCheck-issued certificates through March 2010.

President Joy Gaasch estimated it could cost her chamber’s general fund $77,000, but she said, “The chamber board of directors recognized the importance of a ‘buy local’ program. We knew we would be developing a locally controlled, in-house program to replace the CertifiCheck program.

Failing to honor the CertifiCheck-issued certificates would have undermined our community’s trust in a new program, but more importantly, the board of directors felt it was the right thing to do.”

In July, the Grand Haven, Spring Lake, Ferrysburg chamber launched its new “Dune Dollars” program, and they now allow holders of the old certificates to swap them for the “Dune Dollars.”

On March 6, the Defense Commissary Agency announced it would absorb the cost for military personnel to redeem CertifiCheck gift certificates through July 31.

Inside Lokers Shoes on Eighth Street in Holland Michigan, Tom Lokers said he hasn’t had much feedback from customers because nothing really changed for them. They come in, spend their “HollanDollars,” and go home.

Other merchants echoed his sentiment. It’s almost a non-issue in downtown Holland.

“By doing that [the chamber] showed us that they’re a stand up organization,” Lokers said.

When Character Is King

Mon, 01 Jun 2009 00:00:00 -0500

In order to avoid unnecessary injuries, Boulder County Jail Chief Larry Hank asked training officers Doug Caven and Ron Kaundart to reduce the extra-curricular “horseplay” during in-service defense tactics training.

So Caven and Kaundart opened the next training by explaining the new guidelines.

Not long thereafter, Hank visited the classroom as he often does, but in the course of his visit, he put an officer in a headlock.

“He messes around with the people he likes,” Caven said, but the chief’s actions still undermined the new guidelines, and during a break, Caven and Kaundart headed down the hall to Hank’s office.

Recognize Your Mistakes

At first, Hank said his reaction was to avoid making too big a deal about it, but he listened, and after Caven and Kaundart left, he asked himself, “What would I do if it were someone other than me?”

Then he drafted a letter suspending himself for 8 hours without pay, and he sent copies to Sheriff Joe Pelle and to officers Caven and Kaundart.

Kaundart had not expected Hank to suspend himself, but Hank’s actions demonstrated the priority of the policy and reinforced the trust necessary for officers to approach their supervisors.

Set Clear Standards
The Boulder County Jail emphasizes character, competence, and open communication in its employee evaluation process.

At a quarterly personal management interview, or PMI, a supervisor and employee discuss any areas the employee does not meet department standards, and then they make an action plan so that they can evaluate progress at the next interview.

This process keeps employees from being blindsided by annual evaluations, and the descriptions of character, competence, and communication help the department maintain the high standards necessary for law enforcement agencies.

If after this process the employee does not reach department standards, the problem will go on the employee’s annual evaluation, and he or she will not receive a full pay raise.

Uphold What Is Right

The jail also selects an employee of the month from nominations turned in by supervisors and employees. Hank said the command staff looks for the nomination that best describes how a person showed particular character qualities, competence, and good communication.

“It’s really important that, when you can, you recognize people for character,” Hank said, but if leaders do not maintain high standards, Hank said it would demoralize those officers who are trying to do the right thing.

Hank described a situation in which an officer committed a small infraction, and then was not honest about it. In the end, Hank terminated the employee not for the original infraction but because the dishonesty made it impossible to trust the officer’s word.

Find Accountability

Caven has known Hank since having him as a shift supervisor and has seen him change over the years and set the example—whether talking to his officers or interacting with inmates.

“We didn’t have any fear,” Caven said, “we just walked in and had a conversation, and the problem was addressed.”

For Hank, the accountability is what mattered. “Sometimes it takes someone to say it’s not right,” he said. “They’re the real guys who embraced the character that day.”

Or as stated in the Boulder County Mission Statement: “We are governed by a set of laws, not men....”

Staying on Track

Fri, 01 May 2009 00:00:00 -0500

As the 2006 Colorado track and field championships opened, the Rocky Mountain High School girls track team expected to win it all after finishing second the previous two years. And the Lobos took a step in that direction when they crossed the finish line first in the 800 meter sprint medley qualifier.

But the celebration turned sour when track officials disqualified the team because one runner wore different uniform shorts. A violation in track means disqualification from the race, not just a penalty. And this loss set the Lobos back 10 points in their pursuit of a championship.

Honor the Officials

Bob Parry coached at Colorado State University for sixteen years before quitting in order to watch his children compete. Then, before coming to Rocky Mountain, he had officiated as well. So when K.C. Logan, the head referee that day, informed him the team had been disqualified, Parry thought, “We’re going to try to handle this differently.”

He told the other Rocky Mountain coaches, “If our team sees this and the parents see us freaking out, it sends a bad message, and that’s not what we’re about.”

Parry gathered information and clarified why the call had been made. “And then I have [other] coaches listening—‘no you need to fight this; this is political....’ So I said, ‘no, there is a [discrepancy], and it is a team issue.’”

Pull Together

Then he pulled the team together. “Of course the disappointment was there,” Parry said, “and I said, ‘hey, we’ve got to look past this disappointment…. And so we need to use this as a point to rally where we’re going and what we’re going to do.’”

Parry’s daughter, Danielle, was a senior that year and won the 3200 meter run on the first day, and because the team needed points, she agreed to run in the 4x800 meter relay a half hour before her 1600 meter race on the second day.

“More than any other year, we were a team that year,” Danielle said. And after the disqualification, “everyone was really motivated and just did what we could control.”

When another team had the same infraction, a Rocky Mountain coach wanted to call foul, but Parry said, “It’s not for us to do that.... We’re not going to win that way.”

Danielle said the coaches’ decision to honor the officials, move forward, and stay on the same page set the tone for the whole team.

Fulfill Responsibilities

K.C. Logan coordinates 10 to 12 officials who work in teams of three. He has also coached, and understands coaches’ motivation to back their kids.
When a track umpire reports a violation, Logan said he first gathers information from the umpire and any other officials in the area. If he cannot be sure what happened, he does not make the call.

“As an official, you don’t focus on teams, or where kids are from,” he said. “You don’t have time.”

Once he makes a ruling, he makes himself available to listen, and he refers coaches to established channels for review. “Sometimes it’s not a really gentlemanly conversation,” he said, but he added, “I try to cut them some leeway as long as they don’t cross a line.”

Represent the Community Well

The Rocky Mountain Lobos did win the 2006 championship.

“We went home that night gratified and happy, but we also did it a different way than you usually see,” Parry said.

“Being the team that’s above reproach makes winning it that much better,” Danielle said.

Bob Parry currently teaches social studies at Rocky Mountain High School in Fort Collins, Colorado. His daughter, Danielle, runs track for the Colorado State University Rams.

Building Orderliness

Thu, 01 Jan 2009 00:00:00 -0600

Quadrant Homes delivers a finished home 54 days after starting construction, but Quadrant’s distinguishing characteristic is the management system that makes it all work.

Organize the Process

New home showroom manager Amy Kennedy

The sales department sets weekly goals so the organization can schedule a consistent number of new homes every day. When demand changes, as it has in 2008, the organization modifies its production start schedule in order to keep a steady flow of homes through the system.

Quadrant’s new home showroom allows buyers to “touch and see” the available options—from appliances to siding, and showroom coordinators help buyers make lighting selections and go over the customer’s choices before completing the order. Showroom regional manager Amy Kennedy said the showroom staff tries to educate buyers rather than sell particular options.

Make Someone Responsible

Superintendent Dave Porter

Each day in the 54-day process has specific tasks assigned to it, and construction superintendents have responsibility to see each house stays on schedule.

Superintendent Dave Porter and his assistants manage the Port Orchard community. Porter takes his checklist out and walks each house daily in order to make sure each home progresses as scheduled. He coaches compliance with safety standards; he ensures the site is ready for the next crew; and he walks the lot with each buyer before construction begins, after framing is complete, and on day 52, two days before closing. Each afternoon, Porter files a daily report with the command center, which manages Quadrant’s centralized schedule.

Measure Your Progress

Each morning at the command center, director of construction Wes Guyer meets with production manager John Dennison and the production controllers.

The spreadsheet projected on the wall summarizes the status of each home under construction. This helps them keep each home on track, and it allows controllers to measure how consistently houses reach 15 “key milestones,” such as pouring the garage slab on day zero or turning on the heat on day 23, which helps prevent mold problems in the Pacific Northwest’s damp climate.

Do Things Right

Production controller Jeffery Murphy

These measurements also help the controllers identify problems and communicate with subcontractors, called “vendor partners,” when adjustments are needed. “We are an extension of that team out there,” said production controller Jeffrey Murphy.

Dennison said if he and the other controllers can’t deliver an immediate answer when field personnel call, the superintendents have “got to know that it’s not because we didn’t try,” he said. “It’s a matter of trust.”
Dennison’s urgency reflects the four core principles of The Quadrant Way—always safe, team synergy, flawless execution, and character. And it echoes the statement written across the wall: “We don’t sanction incompetence.”

The leadership team at Quadrant worked with Personnel Decisions International to develop “The 5 C’s Performance Behaviors.” This model takes 27 character qualities and associates particular behaviors with each quality.

The system gives managers a known standard and a common vocabulary to describe desirable workplace behavior. “We found a way to import character into our world, and it hasn’t been the same since,” said executive vice president Ken Krivanec.

Strive for Personal Excellence

Director of construction Wes Guyer in the command center

The performance review process helps individuals set goals related to their job descriptions and personal goals. Managers help evaluate what behaviors can help individuals reach those goals, and they use the Character First! Bulletins and PDI’s Successful Manager’s Handbook as tools for coaching and personal development.

Guyer said Quadrant hires assistant superintendents who demonstrate good character behaviors and then trains them so that they can move up. He said, “One of the things that attracted me to this company was the people.” The development of The Quadrant Way and the integration of character provided a way individuals can continue to improve.

Vendor Partners

Most of Quadrant’s vendor partners practice the same trade in all Quadrant homes. Woodinville Lumbersupplies framing components and installation; Meridian Center Electric does the electrical work; and other vendor partners handle plumbing, landscaping, etc.

Some of these organizations have had a relationship with Quadrant for 10 or 11 years,and these longstanding relationships allow vendor partners to build their systems

Meridian Center Electric

and crews around the Quadrant system, which improves quality for the customer.

Jim Theriault, head of production at Meridian Center Electric, said Quadrant’s organized process allows vendor partners to work together and leave a safe, clean jobsite. “They are the ones that have set the bar in our area,” he said.

Character in Quadrant Homes' Culture

The whole organization emphasizes a different character quality each month. Weekly sharing meetings include public recognitions for individuals or teams who demonstrated a character quality, and the quarterly company meetings emphasize a different one of the four core principles each quarter, based on the material developed in cooperation with PDI.

The “Q-Team” gives individuals in the organization an opportunity to exercise initiative and develop the culture of character, safety, synergy, and flawless execution.

Character Recognition at Quadrant Homes (.pdf)

Useful Links

Be Honest

Mon, 01 Sep 2008 00:00:00 -0500

In the spring of 2004, Brian Adkins and his 13-year-old son, Zach, were looking for morel mushrooms in Washington’s Cascade Mountains. Zach had been driving on secluded mountain roads, and they needed to take the state highway half a mile to the next back road.

Adkins told his son to go ahead and drive on the highway. “My son had a grin on his face when he reached 50 miles per hour,” Adkins said, but as they rounded a bend, they saw two Washington State Patrol vehicles parked along the road.

“I told Zach to turn left before he got to them,” Adkins said, and when one officer followed them off the highway, Adkins got out of the truck and told his son to get out of the driver’s seat.

The officer questioned why Adkins was out of the truck but did not write a ticket.

As they continued on their way, Adkins talked to his son about what had just happened.

Forty-five minutes later the officers were still parked in the same location. “So I pulled over in front of the officers,” Adkins said. He explained he was outside the vehicle because his son had been driving without a license.

“I asked my son how many people he thought would take the time to do that, and his reply was ‘nobody,’” Adkins said. “Without the emphasis on character first, I may have not had that same approach.”

Adkins is vice president of sales at Meridian Center Electric. Zach will graduate from high school this year, and he still remembers that day.

Set Standards

Meridian Center Electric’s head of production, Jim Theriault, said the company’s character emphasis complements its five core values.
“It brings new light to people not only at work but at home too,” he said.

Maintain Accountability

Al Sweat started as an electrician apprentice, and he has been MCE’s safety and quality manager for over 3 years. Sweat said the character emphasis was just what the organization needed to help its people relate better with one another and with customers.

His responsibilities include safety training for new hires, running safety meetings, and visiting jobsites. At this writing, MCE has about 67 teams working on over 100 jobsites.

When Sweat visits a jobsite, he greets the electricians and walks over the area. He checks the height of drop-offs—anything over 48 inches requires handrails to prevent workers from falling. He also checks each team’s first aid kit, fire extinguisher, extension cords, and critical incident kit, which contains a camera, an emergency checklist, and important telephone numbers.

Correct Mistakes

When MCE electricians encounter a jobsite that does not conform to safety standards, they are not allowed to work in the dangerous area. If the builder does not want to comply with safety standards, MCE’s electricians put the builder in touch with Sweat.

Managers have the same open-door approach when coworkers experience conflicts with one another or encounter other problems. Electrician Don Oberg remembers making a couple of costly mistakes and expecting dire ramifications, but he found his superiors more concerned with identifying what went wrong and how to learn from it and keep it from happening again.

Honesty is “just the way we do business,” he said.