Monday, 22 December 2014

Ethics for the Modern Day Leader

By Robert A. Olszak


Motivational Educator / Public Speaker / Leadership Expert / Business Consultant / Writer

When I think of ethics, the first thing that comes to mind is doing what is right without compromise, without hesitation, without second guessing, without seeking approval or guidance from someone else – it is the instinct to always do the right thing; especially when no one is looking. As I thought about this article and the words that would eventually cover this page, I recalled a very special scene from the movieCourageous.
You may recall a faithful father who had lost his job and through the divine mercy of God has found another job in a factory where he was later offered a job in management. Here is the link to that scene if you want to watch it for yourself:https://www.youtube.com/watch?v=cW8LBJxLPG0.
Javier Martinez was asked to report 16 crates instead of 17 as listed on the inventory sheet. The boss raises the stakes by asking Javier, “You are on my team right?” He continues to let his request wrestle inside of Javier by telling him, “You think about tonight and give me your answer in the morning.”
It was clear that Javier was in a desperate position with the need to provide for his family. He was being presented an opportunity that was rare and that without a doubt could change his life and the life of his loved ones. If there was a character with every reason to agree to the little white lie to gain something bigger, Javier was that person. The question remained, what would he have to give up in order to gain what he desired?
The next morning Javier returns to the factory owner’s office and is immediately confronted with the harsh reality of making his decision and the exchange goes as follows:
Mr. Tyson: “Are you on my team?”
Javier: “Mr. Tyson, I am very grateful to have a job here but I cannot do as you have asked.”
Mr. Tyson: “Why is that?”
Javier: “Because it wrong Sir and it would be dishonoring to my God and my family to lie on that report.”
Mr. Tyson: “Do you understand what this could do to your job here?”
Javier: “Yes Sir, I do.”
Mr. Tyson: “Javier can I shake your hand? Son you just gave me the right answer.”
What this scene demonstrates is the real life moment of truth that so many in business, politics, or in life in general face – making the tough decision to do what is right. Unfortunately, not everyone is rooted in God, possesses the values and more importantly the courage to do the “right thing.” Far too often, morals and ethics are a sliding scale that is defined by the situation.
Questions that tend to rationalize the compromising of ethics may look like this: “Who am I hurting?” or “What is the risk?” or “Who will know?” The paradigm applied to guide one’s ethics resembles the philosophy of “What’s in it for me?” Dianna Booher in her Huffington Post article wrote, “Likewise, for leaders at work. When people decide to disregard their moral compass as the official business handbook, they begin to make up the rules as they go. Anything can happen, and the situation frequently proves to be a source of conflict.”
Abigail Landsbrook writes, “True morals are a priceless thing that possesses the highest value and can never be bought or sold at any cost.” I fear that in a world focused on increasing the bottom line, focused on survival in a volatile marketplace and with increased corporate pressure to produce; leaders are sacrificing their moral and ethical compass at an unparalleled rate. If our leaders are becoming of weak character than the future of our economy and the world is general is put at great risk.
Throughout my career I have always preached the importance of integrity and have shared with every employee who has ever reported to me this very simple fact, “Integrity and character is the only thing you can give away; it can never be taken from you.”
We are in a state of crisis, we are entering an age where more and more organizations are being run by men and women of weak moral character. Integrity and ethics are negotiated every day to achieve the results desired. To those who carry influence, call themselves leaders and find themselves compromising their own values I ask, “How can you sleep at night and do you grasp the consequences of your actions?”
The responsibility of leaders are to influence and grow future leaders. I fear that our future remains at risk if our future leaders are being shaped by individuals in positions of influence with a weak ethical compass. At the end of the day is success really achieved if it comes at the hand of the self-serving leadership who willfully unravels the thread of human values, moral fiber and organizational ethics?
So as we enter a new calendar year, I challenge all leaders and companies to reinvest into teaching business ethics by being disciplined to not repeat history. Learn from the lessons embedded in the whispers and media circus surrounding the fallout of those ethical causalities that have littered the business landscape.
Here are some quotes that will serve as a reminder and inspiration to preserve ethics in the workplace:
“Corporate executives and business owners need to realize that there can be no compromise when it comes to ethics, and there are no easy shortcuts to success. Ethics need to be carefully sown into the fabric of their companies.” -- Vivek Wadhwa
“In law a man is guilty when he violates the rights of others. In ethics he is guilty if he only thinks of doing so.” -- Immanuel Kant
“Ethics is knowing the difference between what you have a right to do and what is right to do.” -- Potter Stewart
“Integrity without knowledge is weak and useless, and knowledge without integrity is dangerous and dreadful.” – Samuel Johnson
Photo by Clemson.edu
Copyright 2014 all rights reserved by Olszak Impact LLC. Robert Olszak is now a contributing writer to Balcony 7 and will continue to offer diverse content related to issues of ethics in business and leadership. To follow me visithttp://blog.balcony7.com/ or http://robertolszak.com/

Monday, 15 December 2014

How to Stop Wasting Time

By Lauren Simonds
It’s time to get real about how you waste time. These tips and tools can help you add more hours to your day.
Time is an entrepreneur’s most valuable asset. So how can you get more time in your day? You can’t buy, sell or trade it; you have to reclaim it.
In order to do that you need to identify how and when you’re wasting time. Let’s be real about this: everyone wastes some time during the day—we’re only human after all. The trick is to honestly evaluate your work habits. Only then can you use your time more efficiently.
In his article on Small Business Computing, Lawson Ursrey, CEO and founder of apparel company Indie Peace and product marketing manager for Sage One accounting software, identifies the top time-killers and offers tips to help you reclaim your time and increase productivity.
The first step is to conduct a time audit to see exactly where and when you’re distracted and the root cause. Keep track of your computer use with RescueTime. It tracks your activity and reports on your time spent per site, per activity and per program.
Next, consider these classic, time-honored time-sucks. Do they apply to you? If so, these remedies may set you on the path to productivity.
Multitasking
A seductive myth, multitasking might make you feel more productive, but only 2 percent of the population can multitask successfully. If you fall within the 98 percent, focus on just one task for a set period of time. And remember, changing habits takes practice. If all you can handle at first is 15 minutes of total focus, that’s OK. Focus on one task for 15 full minutes, and then switch to something else. But stick to it for the full 15 minutes.
Mobile Alerts
Smartphones are great tools to help keep us connected, but let’s face it: every ping, ding, whistle and beep distracts from the work at hand. Again, be honest: how many of your emails, Facebook comments, texts, app updates or FourSquare check-ins rate as urgent and require your attention in real-time? Turn off your phone alerts and train yourself to respond to email and texts at certain times of the day.
Email
The email inbox is the digital equivalent of the Bermuda Triangle. It’s where time goes to get lost. According to asurvey in 2007, Microsoft workers spent almost 10 minutes responding to an email after receiving an alert. It then took another 15 minutes to get back to work.
Try this one-two approach: First, find a tool that filters your email inbox. Unroll.me wraps all of your newsletters into one easy-to-read digest. SaneBox automatically filters non-essential emails into folders. Next, train yourself to check email only at specific times per day, say 8 a.m., 10 a.m. and 2 p.m.
The Internet
Willpower alone won’t help you if you’re wasting time on Facebook, ESPN or other time-wasting websites. You need site-blocking tools that still let you visit, but only for a certain length of time.  Examples include StayFocused(Chrome browser app), SelfControl (for Mac) and SelfRestraint (for Windows).

Tuesday, 9 December 2014

Why you cannot be a good Manager if you want to be liked

By Robert McHenry


'They must love working for you'
Robert McHenry discusses why being respected is preferable to being loved when it comes to being a good boss.
The owners of small businesses hear this all the time from friends and even strangers. What does it mean? If a small business is to be successful, is it an advantage for the managing director or owner to be loved by their staff? I don’t think it is and one of the hardest things I had to learn when starting my company is that you can’t be a good manager if you want to be liked.
Matey managers are unable to deal with underperformance. They postpone uncomfortable conversations or blunt the message when it is finally delivered. They let problems fester and then get tagged as two-faced when things get to the point where drastic action has to be taken. Talking candidly to someone whose performance is unacceptable is a lot more difficult if deep down you want them to like you.
Wishing to be liked can also make you feel that it is better to integrate with your team rather than to lead it. If a team member then treats the others badly or the team banter gets out of hand, you make it more difficult for yourself to act to nip things in the bud. However, unless you do so, the unremarked behaviour will become the norm and could eventually lead to legal action being taken by someone in the team. Toxic team behaviour usually starts when someone abdicates their responsibility for dealing immediately with what is unacceptable.
So, wanting people to like you risks drawing you too close to direct reports, and thus blurring the boundaries that are necessary to manage effectively. Keeping your distance does not mean that you can’t celebrate birthdays or enjoy a little socialising beyond work (particularly if that is a big part of the culture you want to establish). Just don’t overdo it. Strange as it may seem, everyone in an organisation, no matter how small, benefits from a bit of distance from their boss.
Another way to look at the issue of the popular boss is to ask yourself what people most want from a job besides fair payment. Surveys that try to answer this question never report that people want to work somewhere that is fun or where their boss is lovable. Instead, those surveys consistently suggest that employees want their boss to do six things:
  • listen to them
  • treat them fairly
  • praise them regularly (at least once a week)
  • create a stable and financially secure organisation for them to work in
  • make them feel that their job is important to the organisation
  • employ co-workers who are committed to doing a quality job.
As their boss, your first duty is to create an environment where all these boxes are ticked. Your second duty is to try to be an effective leader. Leadership research suggests that employees prefer to work for someone they respect and admire. This calls for particular discipline if you own the business. I am amazed by the number of people who remark to me when I get a new possession or take my family on holiday, 'I expect you are putting that through the business'. I learned a long time ago never to be tempted to do this. If you want to retain talented staff who have integrity and respect for your company, never cheat.
You can’t set standards of behaviour if you are not prepared to lead by example. When employees see that you treat your company respectfully as if it were detached from you, they will do the same.
So, if you have to choose between being loved and being respected, choose the latter. If you do, you will attract and retain talented people and your business will surely thrive.

Saturday, 6 December 2014

5 Random Acts of Kindness That Are Great for Business

 


By Chester Elton


Last Valentine’s Day, when Jimmy Fallon noticed that not a single member of his staff had received flowers, he ran out, emptied out a florist shop, and personally delivered a bouquet to each of the people who worked for him.
Fallon didn’t have to go to the effort, but he did. Why? Because that’s the kind of culture he wants to create on his team: one of kindness, gratitude, respect, and a little fun.
After almost two decades of researching what makes a workplace great, we’ve found that the quality and quantity of random acts of kindness says a lot about a leader, the values of their team, and how their people feel about coming in to work.
Harvard Business School has tracked the financial impact of such positivity in a study by John Kotter & James Heskett. Over an 11-year period, they found positive workplaces that were affirming to employees saw revenue growth almost six times greater than non-affirming cultures, and stock appreciation ten times greater. Building a great culture isn’t just a nice thing to do, it can be a great business practice.
Here are just a few ideas I’ve seen that can help build a more positive environment where you work.
  1. Find the time. At rental-car giant Avis, leaders have a wonderful practice of sending out a great customer service message at the start of every day about how their people “Try Harder.” Not only is that a great corporate practice but one manager at Avis takes it further by taking the time to send encouraging texts at the start of every day to his people. These little notes let his team know he is cheering for them and thinking about them. A simple random act of kindness that means a lot to his people.
  2. Watch for assists. A leader I met at a fast-driving investment firm decided to add “assisting team members” as a goal in employee performance reviews. He told me, “Universally, everyone expressed surprise at the notion that helping each other was worthy of inclusion on an appraisal. They actually fought it, and that told me a lot about the culture I had created. Our culture was about looking out for yourself and not your teammates. That had to change.” Assisting others can create a culture of teamwork.
  3. Random recognition. Invite everyone to come to your next weekly meeting thinking of someone they appreciate—someone preferably working behind the scenes who normally doesn’t get a lot of thanks. Then randomly at ask an employee whom they appreciate, and then present the appreciated person with an award. It can be a simple as a certificate or a gift card to a local restaurant. Give your people the chance to highlight some else on the team. You will find that all week people will be looking for the chance to make someone else’s day.
  4. Use your own products. When employees truly love the products or services they provide, it shows. At the Atlantis Resort at Paradise Island in the Bahamas, I found employees regularly receive hotel stays and perks like getting to swim with the dolphins. Besides making them feel valued, it allows employees to experience resort benefits from the customer’s perspective, helping them to better serve their clients. What employee perks could you offer that would allow your people to use your products?
  5. Serve your community. A bank we visited in Utah has a paint-a-thon, where employees clean, repair, and paint the exterior of low-income homes in disrepair. The manager’s investment is minimal (paint, brushes, and food for the volunteers) but the impact on employee energy-levels, bank image, and the community is significant. When we serve together we create better relationships at work. A more service oriented culture.
These are just a few samples of random acts of kindness I’ve seen. I hope they work for you; or at least help you come up with some great ideas of your own. When done right, random acts of kindness not only make people feel appreciated, they will make them feel great about where they work and who they work for.
No one ever regrets being kind. By the way, works at home too.