DIFFICULT DOZEN Help Zone

FROM THE DIFFICULT DOZEN HELP ZONE!
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  THE CONTROL FREAK
  'That's not how I told you to do it!'

-- Control freaks are rarely control-minded about everything. Some are obsessed with budget issues only. Others are perfectionists who want the margins in those letters exactly one inch on each side. Still others want to know what everyone is doing every minute of the workday. Think about your own control-freak colleague, and determine what activates his controlling nature. 

-- In a very diplomatic way, get your colleague to question his controlling tendencies. For instance, if a project is getting underway and the controlling person wants to monitor who's doing what on a minute-by-minute basis, ask a few mind-opening questions: Why do we need to keep such close track of time? What has worked best with previous projects? What will work best for this project? Let the answers speak for themselves.

-- People who work for control freaks often go to their boss for permission or guidance every time they want to do something that's slightly beyond their usual set of tasks. If you find yourself operating in ask-the-boss mode, you know the result: It keeps the boss happy, but it stifles your creativity, growth, and sense of mission. What to do? Make a new habit of doing things without always getting the boss's signoff. Start small. If your controlling boss tries to pull you back, simply say, 'You're so busy, I just didn't want to bother you with this.' Try again if you have to, and build on the small successes.

-- Another response to the controlling boss is 'drone mode' -- where the employee never tries anything different, opting to do the same work the same way, day in and day out, simply to keep the boss out of her hair. If you want something more, then re-engage your brain and start planning. What do you want to learn? How do you want to grow? Is there something new you could do -- or something you currently do that could be done differently and better? -- that would help you and your organization and its customers? Decide on one or two steps you can take and get going. In doing this, you might have to talk things over with your boss. Just be careful not to slip into ask-the-boss mode!


  THE STICKLER
  'According to Rule #247...'

-- To the stickler, rules and policies are king. So when they cite Page 86 of the policy manual to explain why you can't do something, don't try going toe to toe with them. Certainly don't challenge the rule itself. You'll find yourself expending a lot of energy -- and getting nothing but resistance and frustration in return. 

-- There's one exception to the don't-confront-them suggestion: Sticklers often jump to conclusions, instinctively believing that any new approach goes against the rules and policies. If your proposed way of doing things actually stays within established boundaries, take the time to explain it in detail. Clear up any misunderstandings. 

-- If your proposed approach pushes the outside of the policy envelope, then ask for the stickler's input, perhaps with a lead-in like this: 'I hear what you're saying. Do you have any ideas on how I could go forward with this? Could the plan be tweaked in some way?' Use her response to start a constructive dialogue that focuses more on the intended outcome -- and less on the rules or policies that stand in your way. 

-- When you're proposing something that might catch flak from a rule-driven colleague, explain it in terms of the organization's or department's mission. Show how the new way of doing things promotes the mission. Example: 'I know that support staff have never been able to access the sales data, but if our mission really is to make EVERYONE in the company a salesperson, maybe greater openness would make sense.'


  THE MINIMIZER
  'Sorry, but that's not my job.'

-- The next time you approach a minimizer for help with a task that's outside his routine, let him know how his work will contribute to the big picture. For instance, if you need help assembling materials for an upcoming presentation, take five minutes on the front end to explain what the presentation is about, why it's important, and how his help will make a difference.

-- Minimizers rarely hear compliments, so try a little flattery. For example: 'I know you're busy, but I was wondering if you could help me with these spreadsheets. You seem to be the only one around here who knows the program.' If your comments are genuine, they'll strike a positive chord.

-- Pair up a minimizer with two or three other people who are quite the opposite -- industrious types who charge into new work activities. There's a risk that the minimizer will drain energy away from the group, but more likely than not, they'll feel a need to perk up and pitch in. 

-- It's easy to conclude that minimizers are just plain lazy. In reality, many are stuck in ruts that they don't enjoy. Perhaps their home life is in turmoil and it's all they can think about. Or maybe they lack confidence and are afraid to try new things. If your rapport with them is good enough, explain how you see the situation, and ask for their impressions. Turn this into a constructive dialogue. Work together to figure out ways to make things better for everyone.

-- When proposing new assignments to minimizers who feel they lack the necessary skills, show your awareness and offer support, like this: 'I know you've never handled phone inquiries, and don't worry, we won't just toss you in. You can attend the special training session being held next month. And if you want, you can be teamed up with one of our veteran phone reps so you can learn all the ins-and-outs.'


  THE PESSIMIST
  'That'll never work.'

-- Avoid the urge to dismiss the pessimist's negative outlook. It's tempting to counter with a simple, 'Aw, it's not that bad' -- and to turn your attention to the positive people. This is certainly an efficient approach. But it risks alienating the pessimist and making her feel even more negative. And it keeps you from getting at underlying issues and helping to change the person's attitude in the long term.

-- When a pessimist starts to generalize, ask why, and gently press for specifics and solutions. Pessimist: 'There's no way that plan is going to work!' You: 'Why do you say that?' Pessimist: 'It's unrealistic.' You: 'In what way?' Pessimist: 'The assumptions on which it's based are completely subjective. We don't have enough hard data.' You: 'Which assumptions in particular?' Pessimist: 'The ones about buying trends in the young-adult market over the next two years.' You: 'How could we get better data?' As you can see, it's a matter of asking questions to turn the generalizations in specifics -- and to get the person engaged in solving the problem.

-- As ideas and action plans begin to take shape, people often get carried away with enthusiasm -- and they fail to see potential pitfalls that can hobble the plan as it's implemented. You can guard against this by putting the pessimist to work in the important role of 'healthy skeptic.' Ask for her candid feedback while things are being put on the drawing board. Ask questions like: What are we not considering as we build this plan? What could go wrong in implementation? If the responses are general, use additional questions to uncover specifics.

-- When the pessimist insists that things won't work, share one or two recent success stories as evidence that it just might be possible. For instance, if the person is bemoaning the fact that a team approach will simply take too much time, share the story about the team from last year that used a 'blitz' approach to complete their project in one week.


  THE STALLER
  'What's the big rush?!'

-- Ask yourself whether all that stalling is really the staller's fault. Perhaps she's juggling a hundred different demands every workday, and staying on schedule is nearly impossible. There might systemic problems entirely out of her control -- required signoffs, excessive paperwork, cumbersome rules -- that cause delays. Don't assume the worst. Take some time to learn the full situation.

-- If there's real stalling going, and if you can handle it for a while, let the person stall all she wants -- and let the chips fall where they may. There's something to be said for accountability and consequences. 

-- Stallers often wreak the most havoc at the end of a project, when their work is supposed to come together and never does. Prevent this problem by having intermediate deadlines. Use them to check progress on a regular basis -- and to decide on corrective measures to get back on schedule.

-- Some stallers are more like perfectionists. They keep refining their work until they've stretched every last measure of flexibility out of the project schedule. When a work product can be in draft or prototype form, or whenever perfection would actually go beyond requirements, be sure to say so. Make clear that outstanding output is appreciated and definitely desired in many situations, but not this one.

-- Many stallers have controlling tendencies. Their delaying ways are a strategy -- though often an unconscious strategy -- of exerting control over their co-workers and managers. They can hold up a project, foul up a deadline, or make someone wait. What to do? Give them control of a positive kind. Allow them to set their own deadlines within the overall constraints of the work at hand. Have them help shape how the work is done and how the project will unfold. Bring them into the information loop so they can see how work in one area affects other areas. 

-- If none of the above strategies seems to work, consider the fact that some people are just natural procrastinators. They enjoy doing their work with the rush of an impending (or recently passed) deadline. Perhaps there's a role in your workplace that calls for someone who can thrive in times of extreme urgency.


  THE KNOW-IT-ALL
  'I know the solution!'

-- Don't be too quick to dismiss their ideas. Even though their know-it-all ways can be grating, they just might have the knowledge or information you're seeking.

-- When they're speaking, show respect for their know-how by being an active listener. Before moving the conversation to another question or topic, paraphrase what they've just said to show your understanding.

-- Make sure you have an ample supply of data and facts when engaging them in conversation. Be up to speed. Guesswork, assumptions, estimates, and hunches won't be enough to hold the know-it-all's attention, let alone to convince them of anything. 

-- If you're seeking information from them, frame your question(s) carefully. Be specific about what you're asking. Otherwise, they might go off on tangents -- intelligent tangents, but tangents nonetheless that are frustrating and counterproductive.

-- If you're in a group setting with a know-it-all, and you want to get input from participants, use a round-robin process, with each person being given an equal amount of 'air time' to share their views.

-- Avoid directly challenging a know-it-all's facts or interpretation of the facts. Instead, pose a question that can open their thinking. Example of what NOT to say: 'Your data from last quarter can't be right.' Better: 'What are the sources of that data?' Better still: 'What do you think we can do to make sure our quarterly data is accurate and relevant?'

-- Don't question or criticize their credentials. Even though you might have good reason to do so -- and it might feel good in the short term -- they're likely to get angry, defensive, and even more difficult to work with in the long term.


  THE GOSSIP
  'Got any juicy stories?'

-- Don't let yourself get sucked into the gossip vortex. If you're with a group and the conversation starts sounding like a public reading of the National Enquirer, politely excuse yourself and walk away.

-- If you're willing to take a stand against gossip in the workplace, stay with the group and do your best to change the subject. Do it subtly, though -- there's nothing to be gained by turning this into a confrontation. Here's one approach that can get the conversation back on course: 'You know, we probably shouldn't be talking about John when he's not here to give us his side of the story. When will we be seeing him next?'

-- Be ready to ratchet up your response if people are spreading rumors about you. You have to intervene; otherwise the stories will take on a life of their own. Approach the source of the stories in a very civil way. Mention that you've heard the stories that are going around, and ask the person where they heard them and what they believe to be true. Use the conversation to state the facts. 

-- Ideally, try to have a few of your colleagues in on this exchange. The rumormonger is likely to backpedal, and with some co-workers on hand, it will turn into a public clarification -- perhaps even an apology.

-- If gossip and rumors are running rife throughout your workplace -- if they practically define the work environment -- then start analyzing why. Is internal competition pitting people against one another? Are systems in place that compel people to hoard data and resources? Is there an up-or-out culture, with people spreading rumors to keep colleagues from getting ahead? Dig deeply to uncover root causes.


  THE SCHEMER
  'I'll help you if you'll help me.'

-- Schemers play people off one another, they control information, and they put their own success ahead of others'. In other words, they're game players. And they make it very tempting to play along. Think about it: If someone's keeping information from you, don't you want to hide your own precious info from them? Wanting to take them on is only natural -- and self-defeating. You'll start a battle that drains your energy, sours your colleagues, and hurts your customers. And you'll be labeled as part of the problem. 

-- Many schemers get their way by subtly bribing people. They put on a friendly air and vaguely promise to help at some point down the road -- in exchange for an immediate favor. Their favorite phrase is 'I owe you one.' Face the fact: Schemers rarely deliver on those promises. Take a pass the next time they try to make a deal.

-- When a schemer turns on you, the best response is a cool head and a bounty of facts and data. For instance, if a scheming colleague is going behind your back to spread rumors that your project is way over budget, come to the next meeting with the latest figures proving otherwise. There's no need to be confrontational -- simply present the facts, take questions, and let reality clear up any misunderstandings.

-- If the schemer is more aggressive, actively working to sabotage your work area or project, look for an opportunity to engage him in civil conversation about it when colleagues are around -- preferably in a meeting. Explain what you are seeing and how you interpret it, and ask whether your concerns are justified. Be as specific as possible, but also be concise, and end by asking the schemer for his take on things. He'll likely be defensive, but that's to be expected. His response is fairly unimportant, actually. What you want is to create a public awareness of what's happening.


  THE HOTHEAD
  'You people drive me crazy!'

-- When hotheads start to boil over, it's easy to get caught up in the moment and become a hothead in response. Don't. Stay aware of your reaction, and do your best to keep it professional. Maintain a steady voice, even breathing, and normal eye contact. In most cases, a hothead's rants are temporary. Batten down the hatches and wait for it to pass.

-- Many hotheads use their tantrums as a tool for getting things done. If you show that this crude tool works on you, they'll hammer you with it again and again. Stand up to the hothead while remaining as emotionally steady as possible. Make clear by your actions and words that the bullying approach won't work. After a few very trying incidents, the hothead will see the futility of her approach, at least as it applies to you.

-- Try to figure out what pushes your workplace hothead to the edge, and use your insights to shape your interactions with her. For instance, if she seems to blow her stack when project reports lack detail, sit down with her and get her input well before the next project is completed. Find out the precise level of detail she'd like in the eventual report. Another example: If she loses her cool whenever she feels left out of the communication loop, make a point of keeping her better informed, even if it means spending an extra 10 minutes now and then to provide briefings.

-- If the above ideas don't have much impact with your hotheaded colleague, communicate more in writing -- and less in face-to-face encounters. When messages are put in printed form, the person will have more time to process the information and decide on her reaction. 

-- Recognize that some hotheads are simply hopeless. Their outbursts emerge from deep-seated issues that are beyond your control -- and are best addressed by a psychiatrist. Safeguard your own self-esteem by minimizing contact with them.


  THE LIMELIGHT HOG
  'It's all thanks to me, myself, and I.'

-- Although they can get on our nerves with their constant quest for rewards and recognition, limelight hogs are rarely nasty or vindictive. You can talk to them, and often, that's the best strategy. If a project is reaching closure and you sense that your colleague might be ready to seize the spotlight, make a preemptive move by meeting with her for a private conversation. Take stock of the project and all the people who helped make it a success, and talk about ways to spread the recognition.

-- Set a positive example of how to share the spotlight. If you anticipate that recognition is coming your way -- and your way only -- for a project that involved a group of people, try to ensure that everyone gets the credit they deserve. If an award goes only to you, make a point of acknowledging everyone's contribution.

-- Document who does what as projects unfold. This can be done easily -- when compiling project updates or meeting minutes, for instance. It ensures that when the project wraps up and recognition starts going around, there's an easy way to recall all the people who are responsible.

-- Don't wait until the very end of a project to acknowledge people for their hard work, good ideas, and big achievements. Make acknowledgment and appreciation a routine gesture.

-- Take a critical look at how your workplace recognizes people. Is the spotlight narrowly focused on individuals and individual performance, or is there broader recognition of collective effort? An 'employee of the month' program might bring out the worst in your limelight hog while fomenting internal competition. Why not have a 'team of the month' or 'teams of the month'? Or how about recognizing outstanding workplace practices instead of focusing on people?


  THE WHINER
  'Everything here is so unfair!'

-- Whiners have a way of drawing people into their negative vortex. Even positive people can feel the pull, especially if they want to show empathy for their complaining colleague. So be careful: When dealing with a workplace whiner, don't unwittingly become one!

-- Some whiners just want to vent, so give them a chance. Take five or so minutes from your schedule and let them go full blast explaining what's causing them so much heartburn. There's no need to agree with them. In fact, by agreeing, you just might fan the flames. Simply listen, ask a few questions, generate some light conversation, and leave it at that.

-- If the griping continues and your active listening gets you nothing but an earache, take the conversation one big step further. Ask the whiner to explain why he's complaining. Press for specifics. Try to uncover root causes. For instance, if he can't stop talking about 'unfair policies,' ask him to identify the specific policies he has in mind. Then ask him what's unfair about them. This exchange will either reveal that there's nothing behind the person's complaints -- or it will add clarity and detail to some very justified concerns. 

-- Whiners tend to assume the worst. When any kind of change is rolled out in the workplace -- a new policy, a new project, a shift in assignments -- they jump to conclusions and broadcast their negative comments for all to hear. Facts often get ignored or distorted, and resistance to the change starts to build. The solution? Be ready with an ample supply of correct information. For instance, if you feel that someone is slamming the new sick-leave policy by twisting the facts, call in a colleague who knows the policy inside out. Have this person brief staff members, or gather the necessary information yourself and circulate it throughout the workplace.

-- Involve your workplace whiner in developing the very things he whines about. It sounds counterintuitive, but it's a great way to turn his plentiful energy into positive action. As an example, if a new project is being contemplated, enlist his help in determining the scope, goals, and other elements of the project charter.


  THE HO-HUMMER
  'I couldn't care less.'

-- People aren't born apathetic, and few people come to work wanting to be that way. So there's probably a reason for your co-worker's couldn't-care-less attitude. Take some time to think about it, and if you can do so with utmost diplomacy, consider asking them directly. A little bit of understanding on your part will go a long way -- and might point the way to a solution.

-- Many ho-hummers are made that way because they're assigned to do the same work activities day after day. The solution? Try to involve them in new projects and work activities. Even a task or two away from the old routine can restart a person's pulse.

-- When deciding who's best-suited for a certain job or project, look beyond knowledge, skills, and abilities. Also consider people's deep interests -- the activities, pursuits, and passions that truly put a spring in their step. What about the ho-hummers in your midst? Identify their deep interests, and see if these somehow link to an upcoming project. For example, if the person is an avid writer whose job deals exclusively with numbers, look for an assignment that calls for writing skills.

-- Ho-hummers often feel like the workplace currents are carrying them -- that they have no control over things, so what the heck, they may as well go with the flow. Try changing the dynamic by giving them some control. Instead of telling them what to do ('Send our usual feedback survey to last month's customers'), let them figure out a better way ('How do you think we should go about getting feedback from last month's customers?'). 

-- Similarly, if several things need to be done and it doesn't matter which is done first, let the ho-hummer make his own decision on where to begin. 

-- Create more opportunities for employees to interact with customers. This is a great way to increase people's emotional investment in their work -- because it shows them that those seemingly humdrum work activities actually have an impact.


  Copyright 2002-2008 Tom Terez Workplace Solutions Inc.
  BetterWorkplaceNow.com and 'Better Workplace Now' are
  trademarks of Tom Terez Workplace Solutions Inc.
  http://www.BetterWorkplaceNow.com
  Columbus, Ohio USA

http://www.betterworkplacenow.com/tools/help/index.html

22 Keys Instant Advisor

DETAILED INSTRUCTIONS

BE SELECTIVE: The Feedback Report you receive via e-mail will be rich with observations and recommendations for the keys you select above. Some 300 words of guidance are provided for each key, so it's important to be selective, zeroing in on the high-priority keys that represent the biggest improvement opportunities in your workplace. 

DEFINITIONS: When you click directly on a key, a definition will appear at the bottom of your screen. The Mission Keys are all about valuing what we do at work, while the People Keys are all about valuing who does it. The Community Keys are about valuing togetherness, and the Me Keys are about individuality. The last set, the Development Keys, focus on growth. 

REVIEW: Take time to review all of your selections. (You can "unselect" a key by clicking a second time on the box.) Then enter your e-mail address and click on the SEND button. In a few minutes (depending in part on the amount of Internet traffic), a Feedback Report will arrive in your e-mailbox. 

PUTTING IT TO WORK
Your Feedback Report provides all sorts of possibilities -- you'll need to sift through them and identify the one or several that best fit your workplace situation. Many of the action ideas are things you can do right away on your own. Others require you to team up with colleagues. For ideas that require collective action, the Feedback Report works great as a launch point for dialogue and planning. 

SCROLL UP TO BEGIN.

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http://www.betterworkplacenow.com/tools/advisor/index.html

When you click on any key above, a definition will appear in this window.

Purpose -- The organization's mission has a larger purpose that goes beyond producing goods/services or even being the best in a given business. Individual employees feel that their work makes a positive difference.

Direction -- A compelling vision of the future draws people in a common direction. Goals and objectives serve as a down-to-earth, day-to-day complement to the vision.

Relevance -- The system is relatively free of rules and red tape, allowing employees to spend their time on activities that are relevant to the mission.

Validation -- Employees can see for themselves the impact of their work.

Respect -- Employees show respect for one another regardless of rank and title. The golden rule is an implicit working principle throughout the organization.

Equality -- All people are considered to be equally important regardless of where they appear on the org chart.

Informality -- An open-door policy is practiced by everyone, not because business books encourage it, but because it seems like the natural thing to do. Protocol rarely becomes an issue.

Flexibility -- Good judgment is used in applying rules. People accept the subjectivity that goes along with this.

Ownership -- People view themselves as owners of their work and act accordingly. The people who do the work shape how that work is done.

Dialogue -- There is an ongoing flow of honest and constructive dialogue involving people at all levels of the organization.

Relationship-Building -- The workplace offers wide-ranging opportunities to build relationships.

Service -- Employees have all sorts of opportunities to help one another. This can be formal (mentoring programs, training, etc.) and informal (on-the-spot coaching, explaining a process, walking a colleague through a new computer program, pitching in to help with a task, etc.).

Acknowledgment -- Employees are acknowledged for their efforts and successes -- not with extrinsic rewards but with genuine appreciation.

Oneness -- There's a prevailing sense that "we're all in this together." Working relationships are best described as collaborative -- and not competitive.

Self-Identity -- Individuality is encouraged. The organization respects the fact that people sometimes need their own space (even in this era of teams!).

Fit -- Individual employees understand how they and their work fit into the larger mission of the organization. In carrying out this mission, they can tap their strengths and deep interests.

Balance -- People at all levels of the organization respect the fact that there's life beyond work, and they act accordingly.

Worth -- Employees are genuinely valued. "The organization is well aware of my skills and interests."

Challenge -- The workplace is full of challenges for people who want them.

Invention -- Risk-taking in the name of innovation is strongly encouraged. "Mistakes" are seen as a fair price for learning and development.

Support -- People are given the resources (information, time, funding, experience, learning opportunities, tools, etc.) they need to be successful in their work.

Personal Development -- People are able to reach their full potential. Learning opportunities are abundant.

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  YOUR 22 KEYS INSTANT ADVISOR FEEDBACK REPORT
  from BetterWorkplaceNow.com
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----- PURPOSE -----

Spend some time thoroughly evaluating this notion of purpose. Keep an open mind. Even if your role in the workplace seems mundane, someone probably counts on you. Don't let your skepticism turn into a pair of self-inflicted blinders. 

Gather some of your colleagues for an honest dialogue about purpose in the workplace. If you have only an hour, fine, take it and make the most of it. But try to make this the first in a series of conversations.

Like being in peak physical condition, feeling a deep sense of purpose isn't something you can achieve overnight. A single day of healthful eating and exercise, no matter how well-intended, is hardly enough to make a difference -- in the same way that two hours spent writing a mission statement isn't enough. Think and act in terms of ongoing dialogue.

Don't be afraid to take a bluntly honest look at your situation. If you lack a sense of purpose, dig deep to analyze why. You'll find there's a lot you can do to make things better.

Customers are often at the heart of purpose. So make sure you get and stay in close contact with them. Keep your connection as personal as possible. Conversations are always better than surveys, and getting together wins out over talking on the phone.  

Maintain that customer focus with your colleagues. Work with colleagues to figure out ways to make your customers more successful. Use this to spur practical, down-to-earth actions -- and watch your sense of purpose steadily strengthen.


----- DIRECTION -----

Avoid the many tried and truly suboptimal approaches to direction-setting:

  Country Club Approach: An elite group of 'senior executives' sets 
  the direction for everyone else.

  Event Approach: Participants efficiently produce their vision 
  statement and other direction-setting outputs.

  Bureaucratic Approach: The whole thing gets bogged down in 
  process, protocols, forms, spreadsheets, committees, and 
  subcommittees. 

  Glossy Approach: A vision statement and goals are thrown together 
  for marketing purposes.

  Left-Brain-Only Approach: The entire process is strictly 
  rational, logical, and linear.

  Negative Approach: It's all about beating the competition, 
  knocking through barriers, dealing with problems.

Involve everyone in setting direction. Sure, it calls for creativity and takes time, and it can get messy. But it's the only way to develop a vision and goals that are owned and acted upon by everyone.

Talk and listen. Do more listening than talking. Ongoing dialogue is the surest way for people to create a shared vision, to bring it into clearer focus over time, to develop goals that are more like personal promises, to deepen commitment, and to stir the positive action that direction-setting is all about.

Use these four questions to seed your direction-setting conversations: 

  What is your own personal vision for the future?

  What kind of future do we want to create for ourselves and our 
  customers?

  Who else needs to be included in our vision of the future?

  Given all this, what goals and objectives make sense?

Stay alert to ever-lurking bureaucracy. Most committees and subcommittees can have a Bermuda Triangle effect on things, with good intentions going in but nothing coming out. Also dangerous are long approval processes, dictates on who should be involved, and rules and requirements telling exactly how direction-setting should be done.

Appreciate the power of a single person to make direction-setting a true workplace strength. It requires determination, courage, patience, a strategy, and -- no surprise here! -- a vision of a better approach. But it can be done.


----- RELEVANCE -----

An activity is 'relevant' if it helps you carry out your mission, brings you closer to the future that you and your colleagues are trying to create, relates directly to at least one of your goals or objectives, or enables you or your colleagues to serve your customers better.

Itemize at all the activities that make up your typical week, and compare them to these relevance criteria. When you find something that doesn't relate at all to your purpose, your customers, or your direction, flag it.

If you find an activity you can stop doing, write down your intention as a way of strengthening your commitment. Also record what you plan to start doing in its place. 

Some of your activities might be unrelated to the relevance criteria yet still seem important. If so, challenge your initial assessment. Why do you think they're so important, what would happen if you stopped doing them, and how could you use the time in better ways? 

Make this pursuit of relevance a collective proposition. Get your colleagues talking and thinking in terms of purpose, customers, and direction. Make it a regular topic of conversation -- and action.

Don't mindlessly carry out activities that you think are irrelevant yet seem to be required by 'the system.' At a minimum, be aware of what you're doing, and look for any opportunity to minimize your time on these. Get people talking so they too become aware, and the pressure for positive change will steadily build.

To make things more mission-relevant on a much bigger scale, take on the usual suspects: excessive rules, mission-hurting policies, and cumbersome internal paperwork. Use teams to analyze the situation and develop improvements.


----- VALIDATION -----

Are you so cubby-holed at work that you can't see whatever it is you help to create? If so, take on the challenge of trying to climb out. Do what you can to see the output, the results, the product, the service -- whatever you want to call it -- for yourself.

When you rack up a significant accomplishment, don't rush off to the next challenge. Take time to bask in the glow of a job you know is well done.

When a major project comes together, gather the folks who made it happen. This can be partly a celebration, and partly a chance for everyone to see and get their hands on the finished product. 

Track progress on goals, objectives, and any other meaningful direction-setting elements. Simple scorecards or scoreboards can show how things are shaping up.

Bring together a group of employees with an equal number of customers. Have a loose conversation -- an informal focus group of sorts -- all about the finished product or service and how it can be improved. Who better than the customers to help employees connect with what they create?

When it comes to validation, seeing really is believing. Arrange an outing for employees to witness the organization's products or services being used by real customers.

Everyone should have an occasional (at least) opportunity to see the output, wherever they work in the system. If they don't, exert the necessary creativity and flexibility to make it happen.


----- RESPECT -----

A simple law governs respect: When you give it, it comes back to you. And if you dish out disrespect, that ricochets back as well. So the best way to boost respect in the workplace is to make yourself a standout example.

We all have internal conversations with ourselves, and this is where respect is either nurtured or nuked. Listen more closely to what you're saying in this ongoing mental discourse. If you don't like what you hear, start changing your thoughts.

Put respect on the collective radar screen at your workplace. Organize a group conversation where people can talk about what it means to them, how they can tell when it's thriving or lacking, and what they can do to make it a true workplace strength.

Keep a constant eye out for ways to incorporate respect in any formal or informal conversations regarding purpose, vision, values, goals, or working principles. If you already have these kinds of things on paper, make sure respect is prominently addressed.

Get serious about empathy. Spend some time walking in someone else's work shoes by literally trying out their job. If that won't work, at least spend some time looking and listening in areas of the workplace where you rarely spend time.

When problems arise and the fingers start pointing, don't let your fingers be among them. It's almost always the system that's at fault, not the people. Instead of fixing blame, fix the system.

When making decisions, show respect for people by getting wider input. As much as possible, effect change with your colleagues, instead of to them or for them.

Whenever you see disrespect rearing its ugly head, take a deep breath -- then take a visible, vocal stand against it. If the situation demands subtlety, try a well-placed question to get people thinking. Resist compromising your respect ethic simply to get along.

A case can be made that we're all entitled to respect, but unfortunately, it rarely happens that easily in the workplace. Even if you feel you're one of the biggest targets of disrespect, and you're seething over it, you still need to take positive action.


----- EQUALITY -----

Many organizations break things into pieces (functional areas, physical areas, product/service areas, positions, etc.), thinking this will make everything more manageable. It often leads to a cobbled-together hierarchy -- and sets the stage for system-wide inequality.

The words people use can reveal a lot about their workplace. Conduct a language check for insights into how inequality has infiltrated the organization. Among the words to listen for: boss, oversee, lower levels, my people.

Start editing those words. Try 'with' me instead of 'for' me, 'facilitate' and 'coach' instead of 'oversee. ' Consider using this new language in the policy manual, employee handbook, orientation guides, and any other printed items.

Titles can be a simmering source of inequality, especially when they're flexed in the name of authority and control. If the organization hands you a big title, you don't have to us it. Consider coming up with something more down to earth and descriptive of what you really do. 

Do away with the old meeting model, with the boss at the head of a big table, efficiently going through his or her agenda. Put the chairs in a circle, have participants take turns facilitating, and open up the conversation. If you don't have control of the meetings, exert influence by offering to help create the agenda, take notes, or facilitate.

End the unfair, unequal distributions of resources. This can involve stopping certain privileges (special parking) as well as opening restricted tools and resources to everyone (e-mail and data).

As a long-term replacement for hierarchy, organize around projects. In the short term, even in the midst of a heavily layered workplace, look for a project opportunity and get it started. If it calls for people from different functions and areas of the organization, all the better.

If your organization's compensation system widens the divide between people, and you're in a position to do something about it, start the renewal process by obsessively learning better approaches. Call in some outside experts, involve employees, and get clear what you want the new system to achieve.


----- INFORMALITY -----

Formality is a bigger deal than most people realize. It can bog down work processes, hamper dialogue, and perpetuate hierarchy -- truly bad news for employees and customers.

See for yourself. Take a hard look at your workplace to uncover any and all symptoms of excessive formality. Then analyze how they're helping or hurting employees or customers. Use the insights to decide what to do about it.

When it comes to change, do what you can as soon as you can. A few informal touches added to your work space will be a step in the right direction. Even a simple check-in to start meetings can help. If you're in a position to do more, go for it.

If you can't bring informality to the workplace, bring the workplace to the informality. A picnic might do the trick. By being in a place without traditions and physical cues of formality, people will start to relax and mingle -- and take some of their new informality back to the workplace. 

Delete the formality from your written communications. In everything that's put to paper or screen, be crisp, clear, and conversational. Whenever possible, communicate with people in person.

Comb through the employee handbook and policy manual to find where formality has been built into the workplace system. Usual suspects include dress codes, instructions on how to format memos or other written documents, and 'guidelines' for following the chain of command to 'report' concerns and problems.


----- FLEXIBILITY -----

When there's no unifying purpose, no shared vision, and no common set of down-to-earth goals, even the most well-intentioned people will start heading in different directions. All too often, the central office responds by throttling up old rules and forming new ones.

When efficiency and consistency are dominant themes in the workplace, rules proliferate. The alternative is dialogue, an acceptance of gray areas, and the admission that some of those rules don't do a bit of good -- and may even be bad for employees and customers.

To put flexibility on everyone's radar screen, start a workplace conversation that takes a hard look at rules, policies, and procedures. But don't let it turn into a pity party. Zero in on one or two opportunities, thoroughly analyze the situation, then decide on a course of action.

Take advantage of those times when organizational rules, policies, and procedures are put to the test. These are great opportunities to make sure that employees and customers are the top priority. 

Resist the urge to create new rules. When situations arise, take the inefficient but highly effective approach of addressing them on a case-by-case basis. 

Explore flextime and telecommuting as ways to build flexibility into the workplace. People might be able to carry out their mission just fine without everyone having to follow the same schedule and the same approach to work. They might even do it better.

Assemble a team to look at key documented procedures. Compare these to what is really happening in the organization, then overhaul, tweak, and toss out any outdated stuff.

Just because there are inflexible rules or procedures in your workplace doesn't mean that YOU have to be inflexible. Don't become a part of the problem. Make yourself a model of mission-driven flexibility.


----- OWNERSHIP -----

In all too many workplaces, empowerment has a distinctly paternalistic feel. It's about people high up in the organization carefully giving things -- such as information, authority, and permission -- to the people below them. Ownership conveys a much deeper, more equitable sharing of resources and authority.

Ownership brings out the best in an organization when people share a clear purpose, a compelling vision of the future, and meaningful goals. Also essential are respect, support, dialogue, service, and oneness. 

Stop asking for permission, for instructions, for an approving nod from the boss. Create your own ownership by using your judgment and decision-making abilities every chance you get. 

Do what you can to help your colleagues take their own steps toward ownership. When people start dwelling on their woeful lack of empowerment, reframe the focus onto actions they can take. One self-empowering decision or judgment call does more good than a hundred gripe-filled watercooler conversations.

Think co-creation. When establishing plans, making decisions, establishing goals, developing improvements, pursuing wild breakthroughs, whatever, widely involve your colleagues. The collective brainpower will lead to far better outcomes. 

Think openness. Make information widely and easily accessible to people in all areas and positions of the organization. If this seems like too much, too fast, start by sharing data and information about customers.

Figure out how much time and money are spent approving, checking, giving clearance, and signing off. Keep these hoops only if they're value-added safeguards or statutory requirements. Dump the rest, or risk sending the message that people can't be trusted.


----- DIALOGUE -----

There's no way around it: strengthening dialogue in the workplace starts with you. And you can start by working to improve your listening skills. 

To jump-start the dialogue, gather people around an issue that's weighing heavily on their minds. Make sure the topic is hot enough to be engaging, yet not so hot you have to wear asbestos coveralls.

Remain on the lookout for situations that seem ripe for open conversation. As soon as you spot them, set the dialogue gears in motion. But go about it thoughtfully -- the notion of openly sharing ideas can be unsettling to people who've grown accustomed to a silent workplace.

When getting groups together for conversation, don't shortcut the advance work. Think through the focus, craft an agenda, communicate with everyone ahead of time, and consider using a neutral facilitator.

Strive to create open conversation whenever and wherever you can. If you have regular meetings, transform them into dialogue-rich gatherings. Even lunchtime offers an opportunity for useful exchanges.

Learn some of the group-process tools like brainstorming, affinity diagrams, tree diagrams, and Gantt charts. If you're planning a large gathering and want open, honest, creative conversation, look into the open-space method.

Redesign the work space so it promotes conversation. Consider having a special room devoted entirely to dialogue, complete with flipcharts, whiteboards, and whatever else people might need to express and build on their ideas.

When nothing else seems to work -- or even when it does -- throw a party. A quick celebration is the funnest, surest way to get folks talking. It's a small step, but it's definitely in the right direction.


----- RELATIONSHIP-BUILDING -----

In the next twenty-four hours, contact three work-related acquaintances you've lost touch with during the past few months or years. These can be colleagues, customers, suppliers, community members, trade-group friends, and so on. It might even be someone you see every day.

The next time you face a workplace challenge, involve more people in getting the job done. You'll end up with more brainpower, more ownership, better outcomes -- and stronger relationships. 

Look for ways to turn meetings into true meeting opportunities. Include plenty of break time, remove the physical barriers, circulate a contact list, celebrate milestones, ensure an open meeting process, work in small groups. 

Resist the urge to hurry in and solve conflicts among employees. They're adults who can work it out themselves, and when they do, it's likely that a workplace relationship will be the stronger for it.

Renew and strengthen your relationships with suppliers. We're not talking about a slightly longer phone conversation -- but a close, long-term bond based on mutual goals and shared success.

Shut down regular business for a day, and devote the time to building relationships. Hold an open-space conference, or a learning fair, or a series of workshops -- some kind of gathering that can involve and benefit everyone.

Boot up and surf your way to stronger relationships. There are so many tools: intranets, e-mail, online message boards, electronic chat rooms. They're no substitute for face-to-face communication, but they can help you close the distance and reach out more frequently.


----- SERVICE -----

Don't wait for the service ethic to take hold. Step forward as an individual and start making it happen. Find an immediate opportunity to help a colleague, even (especially) if it means going above and beyond the call of duty.

Ask your customers for an honest appraisal of the service they're getting from you and your workplace. Make this an ongoing process, and use the input to throttle up your service ethic.

Take a close look at how you define your workplace mission. Make sure it embodies the notion of service. If it doesn't, change the words...and your thinking...and your actions.

Gather your colleagues for an open conversation about service. Use the collective brainpower and heartpower to assess the state of service in the workplace, then look for ways to make it stronger.

Work to expand individual roles and responsibilities. Start with your own, doing whatever you can to get in touch with people beyond your immediate work area. Wider reach will build more workplace connections, providing you and others with more opportunities to be of service.

Answer your community's call for service. The lessons are easily transferred to the workplace, and so are the positive feelings of making a difference in people's lives.


----- ACKNOWLEDGMENT -----

Acknowledgment doesn't have to wait for some big success, nor does it have to be initiated by 'upper management.' Anyone can acknowledge anyone -- and that includes you. Don't underestimate the power of a sincere thank-you.

Are your acknowledgment debts adding up? Reflect on your accomplishments over the past twelve or so months, then take the time to thank the people who helped you along the way.

There are plenty of good things happening around you in the workplace. Make a point of acknowledging people on the spot. In the process, you'll be doing your part to create a culture of appreciation.

Routinely put the spotlight on those big success stories. Acknowledgment will thrive, and so will innovation as great ideas are broadcast throughout the organization.

Motivation is largely an instrinsic proposition. People do great work when the work and workplace engage their hearts and minds. Yet many organizations persist with extrinsic motivators. A focus on extrinsic motivation can breed competition, cynicism, and division.

What do your colleagues think? Gather a group to talk about this notion of intrinsic vs. extrinsic. Make sure each person has a chance to explain how he or she would like to be acknowledged for hard work and success.

Avoid rules that make acknowledgment a requirement. It should come from the heart, not the policy manual.


----- ONENESS -----

Workplace division often results when people chronically divide complex projects and organizations into so-called manageable pieces, instill internal competition in the name of motivation, and avoid deep reflection and dialogue on how people go about their work and how things can be better.

Building awareness is the first step in challenging these forms of fragmentation, competition, and avoidance. It might sound simple, but there's nothing easy about questioning long-held beliefs and assumptions. Make this an ongoing topic of conversation with your colleagues.

Look for examples of internal competition, and do what you can to turn things around and get people working together. These might be big (an annual competition to reward the 'best' improvement team) or small (daily debates to see who will get to use the single computer), but they all produce division. 

The old approach to direction-setting, with separate work areas doing their own planning entirely on their own, only leads to more fragmentation. Make it a more inclusive undertaking that brings together people and perspectives from many parts of the workplace. 

Make a point of occasionally visiting and chatting with people in other work areas. It's a small step in the right direction -- and it just might prompt a reciprocal visit.

Be on the lookout for opportunities to mix people together. Most projects, teams, and workshops crank out much better results when they involve folks from different functional areas. 

A proliferation of teams can lead to more fragmentation, which is why they need to stay connected through regular communications. If you're in a team that feels cut off, take your own steps to build a communication link.

A lack of unity often means that the people in one work area don't have a clue as to what people in other work areas are doing. So organize an all-day gathering, an open house of sorts, where people can spend some serious time visiting and learning about other parts of the workplace.

Take advantage of technology to close the distance between people. Intranets, e-mail, online mail lists, message boards, and video-conferencing are just a few of the more tried-and-true tools.


----- SELF-IDENTITY -----

Self-identity starts with self-awareness, so here's the question: What makes you unique? Uncover your special knowledge, skills, experience, style, and deep interests.

People don't necessarily value differences, they value the benefits that those differences make possible. How do your unique strengths benefit your colleagues, or your external customers, or both? How can they benefit in the future?

Don't assume that people will automatically recognize those benefits and flock to you or even support you. Instead, assume the role of a savvy marketer who has something special to provide. Seek out situations where your unique strengths can be leveraged.

Your colleagues bring their own wealth of positive differences to the workplace. Be on the lookout for situations and conditions that cause people to take their unique strengths underground -- and do what you can to tap their special knowledge, abilities, experience, styles, and interests.

Make this a topic for group conversation so you and your colleagues can develop a deeper understanding of people's hidden strengths. Don't be surprised if the person who works next to you day after day reveals special skills and interests that you could have used on earlier projects -- if only you had known.


----- FIT -----

Fit is where the individual and the organization come together, but it resonates with people in very different ways. For some, it's all about their role in the operational processes of an organization. Others think of fit in terms of their connection to the deeper organizational mission. Still others focus on their fit with a workplace's collective values.

To get a clearer view of how people fit into the big operational picture, gather colleagues for a flow-charting session. Create a picture of the process or larger system that links everyone together. Use the insights to reveal connections between functions, areas, and individuals -- and to generate some fit-enhancing ideas.

When people think of their fit in terms of how they contribute to the organizational mission, the keys of purpose and direction become prominent. It's important to ask: When your customers benefit from your work, who else benefits? And how does the work you do help to move the organization closer to its vision and goals? 

For some, fit is a function of how well their own values match the workplace's collective values. Awareness is the best first step toward bringing the two closer together.

Conduct a snap values assessment, preferably in a group setting. Identify the values that are most important to people -- then take a hard look at how things really unfold in the workplace. Use the insights to identify a handful of significant action ideas.

Core values can be powerful, personal agreements that guide daily actions and help people create the kinds of workplaces they want to have. These values can be committed to paper, but most important, they need to be deeply held in hearts and minds. This requires wide involvement and ongoing dialogue.


----- BALANCE -----

Balance is where our work lives come together with the rest of our lives. Each of us has our own ideal balance that we need to change over time to fit changing circumstances, so it's best thought of as an activity -- and not as a static condition.

When it comes to examining the state of balance in your own life, there's no substitute for a sincere reality check from the people who are closest to you. Engage them in conversation, and keep an open mind as they share their feelings and observations.

Make balance a topic for conversation among colleagues. It can start with disclosure, in which people describe their notions of ideal balance and express some of their work-related concerns. This may lead to one-on-one help and, if given enough time, greater synergy and bigger improvements.

Make these conversations an ongoing activity. Enrich the process through a series of work/life learning forums.

If you work excessive hours and are perfectly happy doing so, fine. Just don't let your own preferences become the workplace standard. If you think they are, state in clear terms that no one else is expected to work those same grueling hours. 

People should have a separate area, complete with phones and privacy, where they can go to take care of personal business. A similar kind of respect should apply to the enforcement of workplace rules when family and other personal issues appear to interfere with someone's work. Instead of rushing to judgment, open a communication line.

Don't neglect the little things that can make a big difference -- like choosing not to multi-task, learning how to say no, finishing projects before starting new ones, and making serious time to renew your mind and spirit.


----- WORTH -----

Twelve keys have a big influence on worth: purpose, validation, respect, equality, ownership, invention, personal development, dialogue, service, acknowledgment, oneness, and self-identity. 

Start to deepen your own sense of worth by deciding which of these keys are most important to you. These are where you'll want to focus your worth-building efforts.

Seek out opportunities to use your knowledge, skills, and other strengths. Become your own best marketing agent and strategist.

Learning is always a great way to boost your worth. Look for ways to take your greatest strengths and make them stronger.

Service is another sure way to deepen your sense of worth. Set a goal for doing something faster, better, or more cost-effectively for one of your colleagues. While you're at it, extend your service reach to even more internal customers. 

In the rush of work, it's easy to miss the fact that we've made a difference. Keep track of your accomplishments as the weeks unfold.

Some of the keys, like respect and dialogue, are reciprocal: when you give them, they come back. Making these a workplace priority means that everyone benefits.

Turn worth-building into a collective effort. A good way to start is by figuring out which of those twelve keys are most important to people. 

People sometimes hold their own self-worth hostage by waiting for their supervisors and managers to do something that will make the situation better. The fact is, there are actions that anyone can take starting now that will strengthen their sense of worth -- and in the process, they just might influence that seemingly resistant colleague.


----- CHALLENGE -----

Challenge means different things to different people. As a starting point, spend some time figuring out your own biggest sources of positive challenge. Also reflect on the current situation so you fully understand the opportunities and obstacles.

Patience might be a virtue, but when it comes to challenge, persistence is far better. Take advantage of all those ready-and-waiting opportunities to seize challenge in your workplace. 

If your workplace seems to lack the kinds of challenges that really get you going, don't despair. Peel back the layers to understand exactly why these things are so lacking. Uncovering root causes is the best way to figure out what you can do.

Turn your ideas for action into a set of personal goals. Even a single, well-focused goal can make a big difference. Be specific, set deadlines, and keep the goals up to date to ensure that challenge becomes a routine part of your work day.

In a challenge culture, people understand why it's important, they appreciate that different people are challenged in different ways, and they work hard to make challenge an everyday reality.

Start turning this into a collective proposition by organizing a conversation about challenge in the workplace. Have people describe how they want to be challenged, and develop a deeper understanding of the current situation. Use the insights to decide on a few significant actions.


----- INVENTION -----

As it's defined here, invention embodies everyday improvements of the incremental variety and big-time breakthrough innovations. Both are essential.

You hold the power to invent. Keep your eyes wide open to improvement opportunities, and when you see them, seize them.

Take a hard look at your lineup of weekly activities. If some of that so-called 'real' work is adding little or no value, redirect the time to improvement and innovation. Even a noble focus on doing the right thing for customers today might keep you from finding ways to do even more for them tomorrow. 

Make space for invention. A think-tank room works great, especially when it's stocked with flip charts, white boards, terminals, magazines, and other invention tools. Consider creating your very own think space in the form of an improvement journal.

When it comes to invention, there's no substitute for involving people in the process. More brainpower means better improvements and innovations, and it ensures greater commitment to new ways of doing thing.

Maintain an ongoing dialogue with other work units, offices, divisions, functional areas, and organizations. You never know when a conversation will deliver the brightest, most enlightening idea.

Watch and learn from organizations that are stunning examples of invention in action. Don't just copy their best stuff, make it better.

Keep invention in the spotlight, making it clear to all that invention is not just permitted but absolutely essential. Newsletters, intranets, e-mail, and regular gatherings provide daily opportunities.

Make improvement and invention a greater priority by writing it into at least one workplace goal. But think big, and be broad. The last thing the workplace needs is a timid, arbitrary target that ends up stifling people's creative thinking.

View invention-related 'failure' as an investment. Learn all you can from these situations, and incorporate the insights into your next round of invention.


----- SUPPORT -----

Support can be lacking because people are simply too busy to talk about what's needed, or they don't fully understand why the request is being made. More serious are workplace fragmentation, internal competition, a lack of open dialogue, and a workplace culture that avoids wave-making at all costs.

When you need support, build a case for it. If previous requests have bogged down, replace your bitterness with analysis. Use your insights to decide on a different and better approach.

Don't let your pursuit of support turn into a top-down exercise in seeking permission. The person you report to might be able to help, but so might the many other people in your organization, including those who work right beside you.

When providing support, remain aware of the systemic nature of your workplace. If you're a manager, support the people who report to you, but also support your many other colleagues. And if you're not a manager, realize that you too can be supportive, even though no one is 'below' you. You're all in this together.

The team sponsor fills a critical role by providing support, removing barriers, and serving as a communication link. If you're a sponsor, take your job seriously. If you're on a team that has gone adrift, open a dialogue with the sponsor immediately -- or if you don't have a sponsor, get one.

Conduct a status check to get a fix on which teams need what. Even if things seem to be rolling along just fine, start a dialogue to uncover support needs that remain unrecognized or unrequested.

Take an honest look at what's being kept from employees: information, equipment, access to certain work areas, you name it. Unless there's a very good reason, start taking steps to make these resources available to everyone.

The need for support often relates to technology, so make it a priority. Create an ongoing dialogue group to keep up with the latest advances, to find ways to apply them in the workplace, and to excite others about the possibilities.

A sink-or-swim approach to new assignments works just fine for some people, but other wants time to prepare. Invest in education, shadowing, coaching, whatever -- all aimed at helping people to be successful.

There's no way around it: support costs money. Be ready to invest. Ideally, everyone should have the authority to spend at least some money in the pursuit of improvement.


----- PERSONAL DEVELOPMENT -----

There's a reason it's called 'personal' development. This is YOUR lifelong learning process, and YOU are the one who needs to manage it. Don't look to the boss, the HR office, or the nebulous 'organization' to do it for you.

Reflect on the history of your own personal development. Look for themes, insights, and implications. Then look ahead several years, envisioning your personal-development future. Figure out what kinds of roles, projects, and activities will get you there.

Personal development often runs up against two destructive paradigms: the notion that learning is something we do only in our school years, and the belief that people's minds are like vessels that have to be filled with information.

Turn learning sessions into conversations so people can explore how they'll put their new ideas to work. Divide all-day segments into mini sessions, with a week or two in between, so learning and using go hand in hand. Form networks so people can stay in touch and keep learning over time.

Whenever you attend any kind of learning session, identify two or three significant ideas, insights, or skills you can apply. Make it happen as soon as you return to your workplace.

Learn from the experts beside you -- your colleagues who can share new ideas, teach new skills, explain new equipment. Consider creating a workplace directory of internal expertise to broadcast all this internal know-how.

Try out other activities and jobs in the workplace. Even if it's for just an afternoon, and even if you have to jump through hoops to make the arrangements, you'll learn a lot by doing.

Don't hesitate to hit the road as part of your personal-development journey. Visit another organization, attend a workshop, participate in a conference. Just remember to use what you learned once your return.

Bring in outside speakers for monthly learning lunches or forums. Include time for small-group conversations so people can mull over ways to apply the new information on the job.

There's a world of learning out there, and much of it is at your fingertips -- literally. Take advantage of the Web, online mail lists, distance learning, and other Internet tools and functions.

Make personal development a collective priority. Get together with colleagues and share your learning plans, even (especially) if it's a first for some people. Then put your heads together to figure out who can do what to turn this vision into reality. 

Use this same collective approach whenever conducting a learning-needs assessment is conducted. Be sure to talk not only about needs, but also about people's deep interests and learning wants.

  Copyright 2002-2008 Tom Terez Workplace Solutions Inc.
  BetterWorkplaceNow.com and 'Better Workplace Now' are
  trademarks of Tom Terez Workplace Solutions Inc.
  http://www.BetterWorkplaceNow.com
  Columbus, Ohio USA

Values and Attitudes Culture Assessment

Values and Attitudes Culture Assessment

As part of our continuing effort to be the best in Leadership Excellence and our commitment to support others in becoming world class performers, we have partnered with a major research firm to help organizations evaluate and track their work environment on a global scale.

NUMBERS COUNT
The Values and Attitudes Study™ is a confidential questionnaire consisting of 60 questions in 5 categories. It takes about 20 minutes for an employee to complete the survey. You can determine if the information from such a survey would benefit your organization by exploring the following questions:
If you could accurately identify the areas of strength and weakness within your organization, would it give you an advantage in the market place? 
Could knowing the areas of specific weakness within each department give your organization the leverage to implement actions which would generate successful results? 
Would it be advantageous if you could anticipate how your organization will respond to its next exciting opportunity or survive an unexpected crisis? 
Do you know how competitive, how responsive and how creative your team members are? How would it impact profitability if you had this information, and the ability to actually quantify and track improvements over time? 
Do you really know which of your processes, systems, procedures and rules literally annihilate your employees creativity, imagination, morale and innovation? And what to do about that pitfall? 
The single greatest strength of any organization is in knowing what it is capable of accomplishing compared to its competition. DO you have access to that critical information ? Can you implement cost - effective actions which propel you ahead of your competition? And can you track and verify those changes over time? 
Attracting great people, and keeping those people motivated and engaged at all levels, is essential to organizational success. Do you have hard data about where your company stands in this area and how to change it to your advantage? 
What if your training dollars are wasted ? Is your current employee survey obsolete and frankly useless and dangerous to your bottom line ? Do you have any way to evaluate whether the dollars being spent on other corporate initiatives as well as training and development are paying a return o those investments? 
The report is known as The Values and Attitudes Study™. This instrument has been approved for use by the US Federal Government and by the US Department of Defense.

To determine how to bring this tool to your organization, and how it could cause a quantum leap in productivity and profitability for your company, contact a member of the Leadership Success Team Today.

http://www.leaderexcel.com/values-assessment.html

Leadership Articles

Leadership Articles

Wally has been writing articles on leadership for three decades now. Here's a sample of them. They are listed in no particular order. 

If there's something you'd like Wally to write about, just use the article suggestion form at the end of this link. 
Serenity for supervisors
Coaching in Business: What you need to know
In praise of praise
Being a boss is not for everyone
Leadership: Can anyone learn to be a great leader?
Every day in every way
Rip van Winkle Promotions
Developing leaders the natural way
The Apprentice Leader: Training for New Leaders
The Natural Laws of Parties for Leaders
The Apprentice Leader: Making the transition to leadership
The Apprentice Leader: Who should we promote?
The Apprentice Leader: Making the Most of Learning on the Job
Management by the Letters
Put your trust in systems, not in genius
Magical Thinking and Management
Career Development: 20 Tips for the Young
Evidence-Based Management has Issues
Career Development: Things You Should Know about Yourself
Engagement: Seven Ways to Increase It
Sales Managers: Invest in the Best
Supervision: What you must learn to do
How the Great Supervisors Do It
Letter to a New Manager
What You Should Learn from GE
Getting Ideas is the Easy Part: Here's what you need for innovation
Addicted to Praise
The Many Lessons of the Hawthorne Experiments
People is people and parts is parts
Motivation Magic
Nine Questions about Baby Boomer Retirement that your Company Must Answer
Caution: A War for Talent mindset may be hazardous to your results
Help! My Boomers are retiring!
Do you really want to be a manager?
Who's more important the CEO or your boss?
New Leader: Figuring Out What to Do
You're the new boss. What now?
You can't manage knowledge
How can I pick the right leadership training program?
How to Learn More about the People Who Work for You
How do I delegate better?
A Secret No One Tells New Managers
Achieving Work/Life Balance
Why do managers find it difficult to fire poor performers?
So now you're the boss.
Why most leadership training is a waste of money and what you can do about it
Cargo Cults and Management Practice
Are Leaders Born or Made?
What do workers really want anyway?
So You Want to Get Promoted?
What Great Supervisors DO Differently
Performance Evaluation Made Simple
10 Tips for Becoming a Great Boss
Learning to be a Boss
Leadership Lessons from the US Marines
Why don't they do what they're supposed to do?
How to Give Better Instructions
Don't Try to Make Your Workers Happy
10 Tips on Learning to Lead
Motivation Made Simple
Three Ways to Improve the Way You Talk to People Who Work for You about their Performance
Getting the Most from Good to Great
The Real Costs of Not Doing Leadership Training
Simple Leadership Basics
Is mentoring for you?
One Easy Thing You can do Right Away to Improve Your Results
The Four Biggest Mistakes Companies Make About Supervision
The Five Ps of Leadership
Leadership is an Apprentice Trade
Trust in the Boss
Celebrity CEOs
7 Keys to Working Successfully with Your Direct Reports
Fair and Final Firing: How to Make it Happen
In Memoriam: Peter Drucker
Generals Win Battles, But Sergeants Win Wars
Rudy Giuliani: The Long View of Leadership
What Makes a Great Working Environment?
In Charge of Something? Then You're a Leader
Leadership Nonsense
Leadership is Overrated
They May Be Soft Skills, But They're Real Important
The Strategist
Leader, Manager, Supervisor: Three Roles Everyone Responsible for a Group Must Fill




You may reprint or repost any article in this section providing that the following conditions are met: 
The article remains essentially unaltered. 
Wally Bock is shown as the author. 
The notice Copyright 2006 by Wally Bock or similar appears on the article. 
Contact information for Wally is included with the article. You may refer readers to this Web site as a way to meet this requirement, or use the information on our contact page.

http://www.threestarleadership.com/articles/