“Better Day” – In Need of, In Search of, Higher Morale

“I think we are all kind of feeling down right now.  It was good for my spirits to put it together.”
Dolly Parton, about Better Day, Parton’s new country-pop CD.  (read full profile/interview, Talking with Dolly Parton is like chugging an all-natural energy drink, here).

“Advance or Decadence are the only choices offered to mankind.”
Alfred North Whitehead (quoted by Charles Mylander, Secrets for Growing Churches)

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I think many of us are pretty down right now.  The economy has rebounded – but it is mostly a jobless rebound, and it is a fragile rebound, and it may be a short-lived rebound.

Everybody I know is, in one way or another, somewhere on a spectrum between worried and scared – to panicky.

Our morale is low.

I thought back to a speaker I heard back in my ministry days.  This would have been around 1977, or so – 34 years ago!  I was learning about church growth, and the Institute for American Church Growth put on some seminars  (I think I heard this at one of these seminars).  I head Charles Mylander speak on “Building Your Church Morale.”  I adapted his material, expanded on it, and went around the country for The Center for Church Growth, speaking on the same subject.  I gave Mylander full credit, but our denomination was pretty in-house/exclusive/closed (one of the reasons I left), and so I was the “build your morale” speaker for “our group.”

In this current era of such low morale, I thought of that material from so long ago.  My notes, my files, my handouts are long since lost.  So I tracked down Charles Mylander (he goes by Chuck), had a great conversation, ordered his long out-of-print book, used, through Amazon, and just finished re-reading his chapter entitled “Build Your Church Morale.”  Re-reading, after a 30+ years ago first-read.  (By the way, I still own a copy, but it is buried in storage.  Amazon is much easier).

His intended audience members for this presentation were especially the folks who were in established churches (you know, the old, churches – like downtown, instead of in the new booming suburbs).  It is tough to maintain high morale when your church is losing members to the new, more “with-it” suburban churches.  The chapter in his book sounds like it could have been written for today’s economic climate.  We are something of a down bunch.

So, what do we do?  Here’s some highlights from Mylander’s chapter (I have adapted the material to the work world instead of the church world):

With low morale, tedium replaces freshness, and employees pretty much just go through the motions.  What remains is the appearance of vitality, of success.  But little actual success is experienced in such a circumstance, and effectiveness almost disappears.

So, how do you build high morale?  How do you turn around the morale in your company in such a time of low morale?

Here are Mylander’s two key findings:

1)     Morale builds through a contagious sense of expectancy.  When there is a contagious sense of expectancy, high expectations flow back and forth between the company’s leader(s), and the employees in the company.  And the interactions between the leader(s) and the people are positive, helpful, supportive.

2)     Morale builds through a series of good experiences.  You find any victories, any small “wins,” and you celebrate them.  Every little win is communicated, celebrated, broadcast far and wide, and then such good experiences spread and multiply, and they become even more expected — thus feeding the contagious sense of expectancy

Mylander, of course, weaves the role of God and God’s grace and leadership throughout his material.  But, the principles are transferable to any struggling organization.

And then, one asks – does high morale produce more success in the company, or does success in the company produce high morale?…

Yes.

So, here is your challenge.  If you have low morale in your company or organization, then you need to work really hard to create a contagious sense of expectancy, and create some good experiences, and capitalize on each one of these good experiences, and then… create some more.

As Dolly Parton put it, we need something good for our spirits.

Elements of Influence: A book review by Bob Morris

Elements of Influence: The Art of Getting Others to Follow Your Lead 

Terry R. Bacon
AMACOM (2011)

“Despots coerce; managers control; leaders influence.”

First and foremost, Bacon insists that leaders must be authentic. Otherwise, they will be unable to attract followers because they lack credibility…the foundation of trust and respect. I agree with him that authentic leaders “do not seek to compel; they seek to inspire. They do not impose their will on others; rather, they live according to core beliefs and principles that attract others; they initiate change because they envision a better way, and others follow that path because they believe it is a better way.” These comments describe the power of influence.

Bacon identifies and discusses an additional ten “laws” of influence (Pages 20-32). Here are the first three:

1. Attempts to influence may fail for many legitimate reasons because it is “nonsense” to think that it is possible to influence anyone to do anything;

2. Influence is contextual: it most accommodate latitude (e.g. options), interests (i.e. of those to be influenced), and disposition (i.e. how receptive those to be influenced are); and

3. Influence is often a process rather than an event just as earning and sustaining respect and trust also involve a process and must be earned. Moreover, influence, respect, and trust can be lost in an instant.

Readers will appreciate Bacon’s research-driven approach (64,000 subjects and more than 300,000 respondents), one that focuses primarily on providing information, insights, and advice that explain the “how” and “why” of influence. In most chapters, reader-friendly devices are provided, notably “Key Concepts,” “Insights on…,” “Challenges for Leaders,” and italicized insertions (as on pages 3, 25, 72, 139). These will facilitate, indeed expedite frequent review later of key concepts and techniques. Bacon also includes insightful discussions of bullies and bullying, intimidation, fraud (e.g. Bernard Madoff), threat defense, and manipulation as well as clusters of recommendations within these formats: “If you use W,” “When to use X,” “How to use Y efficiently,” and “Defending yourself against Z.” I also recommend checking out self-assessment on pages 177-185. In my opinion, Appendix A (all by itself) is worth far more than the cost of the book. In it, Bacon shares what he has learned about definitions of power sources, influence techniques, and influence skills.

The title of my review is taken from the book’s Preface. It reminds me of my favorite passage in Lao-Tzu’s Tao Te Ching:

“Learn from the people
Plan with the people
Begin with what they have
Build on what they know
Of the best leaders
When the task is accomplished
The people will remark
We have done it ourselves.”

To repeat, Terry Bacon’s first objective is to help each reader to become and then remain worthy of others’ respect and trust. Only authentic people possess authentic power and only they can exert authentic influence. There really is both an art and a science to “getting others to follow” but everything begins with character.

 

Earvin Johnson: “a whole new kind of magic”

Here’s a recent pst by Josh Linkner, author of Disciplined Dreaming as well as is the CEO and Managing Partner of Detroit Venture Partners.

“For more information on creativity, visit JoshLinkner.com.  In addition to my blog, you’ll find free videos, quizzes, articles, eBooks and more to help fuel your creative fire! “
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This past week was truly a “magical” one for me.  Earvin “Magic” Johnson, the hall of fame basketball star, brilliant entrepreneur, and generous philanthropist joined my venture capital firm, Detroit Venture Partners, as our fourth partner.  His extensive involvement will help Detroit rebound by creating jobs, urban renewal, and hope.

Spending the day with Earvin reveals something much more than his legendary stats and accomplishments, however.  His rarified level of achievement is actually overshadowed by his warmth, humility, and passion.  He doesn’t talk of money, power, and fame.  No words of crushing the competition, self-enrichment, or glory.  In the place of typical boastfulness that oozes from so many celebrities lie words of encouragement and purpose. Beneath the surface, I quickly discovered a whole new kind of magic.

His most important teachings are not mastering a jump shot or commanding a boardroom.  The lessons we can all learn from Earvin relate to being a better human being.  So I want to share my observations with you, in the hopes that we can all benefit from learning a little magic:

MAGIC TRICK #1: Make everyone feel special.  Whether he’s talking to the President or the parking attendant, Earvin is totally engaged.  He’s an incredible listener, makes you feel like you are the most important person in the world, and cares deeply about you.  He doesn’t size someone up and consider how he could extract benefit.  Instead, he looks into the eyes of the person, not their resume.

MAGIC TRICK #2: Develop boundless humility.  Many celebrity athletes and business leaders overflow with ego and pretense.  They travel with an entourage, drape themselves with bling, and anoint themselves king of every situation.  Earvin is exactly the opposite.  He celebrates the accomplishments of others over his own.  He’s grateful for each opportunity and just wants to contribute.  No entitlement thinking.  No outrageous demands.

MAGIC TRICK #3: Focus on impact, not money. In the discussions leading up to our new partnership, the focus was always on making a difference.  We talked about how we can create jobs, how we can help talented entrepreneurs win, and how we can rebuild our beloved city.  Earvin keeps his eye on the real prize – driving positive change in the world.  And from there, money follows as a byproduct.  I’ve learned over the years that if you chase cash, you’ll seldom find it.  Pursue greatness instead, and your earnings will rise in the process.

I’m certainly never going to win an NBA championship, but I grew as a person this week by hanging out with someone who transcends the world of athletics.  His thoughtful approach to both business and life is an inspiration to everyone he touches.  At 6’9″, he’s certainly tall.  But his character, strength, and honor are what make my friend Earvin a giant.

And that’s the real magic.
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Josh Linkner

Josh Linkner is the New York Times Bestselling author of Disciplined Dreaming: A Proven System to Drive Breakthrough Creativity. He is the CEO and Managing Partner of Detroit Venture Partners, a venture capital firm helping to rebuild urban areas through technology and entrepreneurship. Josh is the Founder, Chairman and former CEO of ePrize, the largest interactive promotion agency in the world providing digital marketing services for 74 of the top 100 brands.

Prior to ePrize, Josh was the founder and CEO of three other successful technology companies. He has been named the Ernst & Young Entrepreneur of the Year, the Automation Alley CEO of the Year, and the Detroit Executive of the Year. Josh’s writings are published frequently by Fast Company and Forbes and he’s been featured in the Wall Street Journal, Inc. Magazine, USA Today, and on CNBC. Josh is also a professional-level jazz guitarist performing regularly in jazz clubs throughout the United States.

Most importantly, Josh in on a mission to make the world more creative.

 

What’s in a Name? A Lot When It Comes to Innovation

Here is an excerpt from an article written by Lauren Pollak and Katherine Wakid for the Harvard Business Review blog’s series, “The Conversation.” To read the complete article, check out the wealth of free resources, and sign up for a subscription to HBR email alerts, please click here.

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Companies often launch separate teams focused on growth, especially when they don’t have exploratory capabilities woven into the fabric of their cultures. Protected from short term demands, these teams can focus on opportunities beyond the core. So when one of our clients created such a team, we weren’t surprised. But this launch was unique: it included a contest to name the group. But, why was the name of the team so important?

After examining other new business groups, we realized that the name of a group is quite revealing. It reflects the company’s frame on ambiguous growth problems. Inherent in the name is a point of view about the way the group will pursue new business efforts.

Three types of names predominate:

Skunkworks: names that imply something unappealing about a group [i.e. discourage distractions and interference]

Special Ops: names that suggest elite forces tackling a problem on the battlefield [i.e. competitive marketplace]

Artisans: names that highlight the artisanal nature of a group’s work [i.e. aesthetics as well as functionality of initiatives]

Skunkworks groups work in isolation

During World War II, Lockheed set up its original Skunk Works team, setting the model for teams that would later develop the U2 and the first stealth fighter. This structure, which segregates innovation teams from the core business, has proliferated in industries from online search to consumer packaged goods. The premise that underlies each is the same: innovation is about as welcome as a skunk at a garden party. While corporate leaders know they need growth, they also know that the exploration of new growth opportunities often acts as a distraction to the core business. Cordoning them off is the only way that disruptive projects can thrive.

Special Ops teams parachute in to solve high-stakes challenges


Nike’s former new business team described themselves as “an elite group of Navy Seals.” Like their U.S. military namesake, Nike’s team responded to specific issues: tackling new categories, entering new markets, fending off competitors, and capturing new consumers. Each project was a mission, with a problem to solve, a short time frame to solve it in, and a small but elite team of specialists to accomplish the objective. This “special operations” frame reflects the belief that growth is a battle that can be won or lost. While these groups may be limited in their impact to a finite set of projects, they are able to bring new tools, methods, and thinking to bear on some of the thorniest growth problems within an organization.

Teams of artisans refine the craft of new business creation


AT&T’s Foundry innovation centers are one part lab, one part test center, and one part collaboration facility. AT&T credits the Foundry with doubling the speed of its innovation efforts. Like the Foundry, groups that go by craft-based names stem from similar thinking about what it takes to create new businesses. These are teams of artisans who craft new ventures, concepts, and technologies. The groups’ names call to mind medieval workshops, and highlight both the art and science of their endeavors. This approach can help recruit the hybrid folks who are best suited to new business creation. At the same time, though, the message that they send to the organization about their work can signal too much preciousness about their efforts.

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Lauren Pollak is a relationship lead and head of the New York office for Jump Associates, a hybrid strategy firm that helps companies create new businesses and reinvent existing ones. Katherine Wakid is a senior associate and project lead for Jump.

Joe’s Journal: On Paying Attention to Demographics

Here is the latest post by Joseph A. Maciariello featured in the Joe’s Journal series at the Drucker Exchange (Dx) sponsored by the Drucker Institute. The Drucker Exchange (the Dx) is a platform for bettering society through effective management and responsible leadership. It is produced by the Drucker Institute, a think tank and action tank based at Claremont Graduate University that was established to advance the ideas and ideals of Peter F. Drucker, the father of modern management.

To check out a wealth of resources and subscribe to its online newsletter, please click here.

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“Of all external changes, demographics — defined as changes in population, its size, age structure, composition, employment, educational status, and income — are the clearest. They are unambiguous. They have the most predictable consequences. They have a major impact on what will be bought, by whom, and in what quantities.

Statistics are only the starting point. For those genuinely willing to go out into the field, to look and to listen, changing demographics is both a highly productive and a highly dependable innovative opportunity.” – Peter F. Drucker

Demography, the study of human population and its makeup, was second nature to Peter Drucker. He relied heavily upon demographic information in his work as a Social Ecologist. And we would be wise to follow his example. He believed that the Servicemen’s Readjustment Act of 1944, or the GI Bill of Rights, passed during the Roosevelt administration, would ultimately create the knowledge worker and the knowledge society. By the time that provisions of the original bill expired in 1956, approximately 7.8 million of the 16 million World War II veterans had taken advantage of educational and training opportunities offered by the GI Bill. At one time, GI’s comprised nearly 50% of undergraduate enrollments in US colleges and universities.

With this tremendous growth in supply of educated talent it was only a matter of time before demand appeared for services of “white collar workers.” Knowledge was applied to work and to the management of work on a massive scale, which led to an increase in productivity and wealth. The growth in disposable income led to purchases of durable goods and to new housing to accommodate rapid family formation that accompanied the baby boom at end of World War II. Of course, 18 years or so later there would be a tremendous growth in the number of college students from the baby boom group of the late 1940s and early 1950s. All these things were quite predictable; one only had to look and track changes in trends. Drucker applied demography to the aging of the population in 1976 and was therefore able to comfortably predict the pressures that were going to develop on Social Security and Medicare once children of the baby boom generation reached age 65. Of course this is happening right now, but policy makers did nothing about it. Rather, politicians from both parties decided to “kick the ball down the road,” thus contributing to the fiscal mess that our country now finds itself in. Those who pay attention to demographic data can use it to their benefit. Those who choose to ignore these data do so at the risk of posterity. May this crisis cause the people of the United States to rise up and elect people from both parties that see demographic trends clearly and have the courage to act upon them in time to prevent “knee-jerk reactions.”

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Joseph A. Maciariello is the Horton Professor of Management & Director of Research and Education, The Drucker Institute. You can contact him directly at joseph.maciariello@cgu.edu.