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26 Aug 2015
Sticky Post By Posted in Facilitation Articles, Instructional Design Articles, Organizational Change Articles Permalink

Cubicles And Collaboration

Sticky Post By On August 26, 2015

There has been quite a bit written lately about office space design.  Mostly, the points of view are about what encourages collaboration and “effective use of space”. However there seems to be little thought about the impact of it on current employees.  Collaboration is monumentally important.  There is almost nothing done in an organization today that isn’t done as a team.  But, collaboration can’t be forced or mandated.  Collaboration is a function of the people and dynamic on a team.  It has to be encouraged, fostered, etc.  
 
Effective use of office space really is about the type of work that your organization does and how changing it might impact your current employees.
 
THE DREADED CUBICLE

Cubicles are accepted practice.  It is really unclear why though.  For the most part, cubicles are associated with the worst part of work.  Based on a very unscientific study, the three biggest issues with cubicles:
 
1. THEY GIVE A FALSE SENSE OF PRIVACY –
For some reason employers give half walls between employees to allow for a sense of privacy.  But, they don’t really give privacy at all.  People can’t really have conversations or phone calls that aren’t heard by others.  Although there are “walls” there is no real privacy.
 
2. PROMOTE CLASSISM
Unless each and every person in the organization has a cubicle, they indicate the differences in hierarchy of an organization.  There are some organizations where employees and managers are in cubes, but the managers have BIGGER cubes.  It is a physical reminder that not everyone is equal in the organization.
 
3. DEMOTE INNOVATION
Cubicles not only don’t allow for much privacy, but they don’t allow for much innovation either.  The separation between employees is not enough to have private conversations and therefore lessens the opportunity for spontaneous collaboration.  Noise is frowned upon in many “cubicle farms”.  Trying to solve problems together is difficult when there is little room for collaboration.
 
HOW ABOUT “OPEN SPACE”
 
The newest trend in creating more “collaborative” offices is open space. Essentially, it removes all the barriers between employees  so they have to sit right next to each other, sometimes around a common table, to get work done.  The theory is that this will increase employee contact and enable great collaboration.  But there are some inherent problems with open space workplaces:

1. IT IS NEARLY IMPOSSIBLE FOR EMPLOYEES TO THINK THROUGH PROBLEMS AND CONTEMPLATE –

Cramming everyone into the same space actually decreases the ability to think.
 

If you take any type of primate and put them with many others, it is almost guaranteed to raise everyone’s cortisol levels, a marker of stress. – Lisa Feldman Barrett.
 
“When you’re in an open office, your brain becomes perceptually loaded,” said Steven Orfield, president of Orfield Laboratories, a Minneapolis-based architectural and product-research firm.
 
Increased stress levels decrease our abilities to think clearly.  Our ideas become muddled and we actually get less done.
 
2. THEY ARE A NOT CONDUCIVE TO “NON-EXTROVERTS”
 
This is all great if you’re an extrovert, as Gensler’s Erik Lucken wisely observes in his essay, “The Unsung Office Hero.” But, as he cautions, “For the estimated 25 percent of the population who are introverts, the future workplace as described above is a daunting prospect…. Putting an introvert in a dense, open-office plan is like forcing the proverbial square peg into the round hole.” – Allison Arieff
 
SO WHAT IS THE RIGHT ANSWER TO CREATE A GREAT WORKPLACE THAT ENGENDERS COLLABORATION?

 1.     DON’T RELY ON THE MAGIC OF SPACE TO DRIVE, ENCOURAGE OR ENFORCE COLLABORATION.
Although this seems like a no-brainer, the fact that so many organizations seem to jump on any bandwagon to encourage collaboration makes it necessary to say.  It is similar to believing that buying a treadmill or stair master will make you lose weight.  Just like buying a piece of equipment can’t magically make the pounds drop off, altering space alone will do little to encourage people to work together more effectively.
 
2.     IF OFFICE SPACE IS GOING TO BE REDESIGNED TO ENCOURAGE COLLABORATION GET EVERYONE INVOLVED IN DESIGNING IT AND MAKE SURE EVERYONE PARTAKES IN THE CHANGES
Yes, that’s right. Get everyone to provide input on how to make the office more collaborative.  It’s not about implementing every idea, but people want to have a say in where they spend the majority of their day.  Just like any change, if the people impacted are  involved, they are more likely to be on board.  And, make sure that every single person, from CEO to new hire, participate in the new office layout.  If employees are going to be working in an “open space” then the executives should too.
 
3.     BE MORE COLLABORATIVE.
Duh! If collaboration is important show it.  Don’t just change office layout and say “now be collaborative”.  Remember that treadmill? That’s similar to saying, see that treadmill?  Now get in shape!  Pretty stupid right?  If collaboration is important:

• Train managers to promote and encourage collaboration
• Develop collaboration as a skill
• Reward collaboration
• Knock down silos
 
Office space is important.  It can encourage collaboration and camaraderie.  But, not every company is Google or Facebook.  

Their cultures are designed around a specific style of work.  That is why the “open space” works for them.  Think about what is best for your organization and do that.  Don’t just copy the latest trend. That won’t make more collaboration it will just create more disengagement.
 
What do you think?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Lessons In Leadership From My Wife

Sticky Post By On August 26, 2015

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
I consider myself a lucky man.  Not only did I marry a beautiful, smart and funny woman.  Thankfully, she is also a  great teacher.   My management career started when I was pretty young.  I got the opportunity to lead teams of very smart folks that were my former peers. My wife helped me avoid a lot of pain and jumpstart a team that was in trouble by giving me some simple advice.
 
“Nobody like a know it all.  Listen first, then make decisions.  Never forget, you are not better than anyone else”
 
Sagely advice, no?  That advice led me to 5 tactics that I used as a leader and talk about to my clients all the time.
 
1. BE HUMBLE
Humility is a powerful tool.
 

“Humility is often perceived as a weakness when, in fact, it can be a tremendous asset. The leader who is humble rarely allows the power of their position to cloud their judgement. The leader who recognizes they are not perfect creates an environment where those around them feel comfortable making mistakes and taking chances.” – LeRoy McCarty

It is SO important to be humble.  It opens up possibility for others and increases the success of the team.
A humble leader is secure enough to recognize his or her weaknesses and to seek the input and talents of others. By being receptive to outside ideas and assistance, creative leaders open up new avenues for the organization and for their employees.- Doug Guthrie
 
2. LISTEN, NO LISTEN

Yes, everyone knows how important listening is.  We’ve heard it so many times we’ve stopped listening about listening.  But, listening changes a leader in profound ways.

When I took over a new team that was floundering, I sat down with each member of the team and asked ‘What would you do if you were me”.  They gave me great advice.  Simple, elegant solutions that no one else heard because they thought the team was not effective.  But they were, given the chance. As soon as I started implementing their ideas, the turnaround was dramatic.  The magic is I didn’t actually do anything except listen to them.
 
3. DON’T BE A KNOW IT ALL, ADMIT WHEN YOU DON’T KNOW OR WHEN YOU ARE WRONG

Somehow we’ve been conditioned to believe the leaders know the answers.  My wife saw that I was struggling with this.  She is never afraid to admit when she doesn’t know.  What I learned from that was people didn’t see that as weakness but as strength.  People want to help, if you don’t know they are willing to lend you their expertise. But you have to ask.
 

As a leader, you don’t need to have all the answers or have superhuman traits. Instead you need to focus on asking the right questions, engaging your team and focusing on what you’re actually doing.  – Robert Kaplan
 
4. BE DECISIVE
Once it is time to make a decision, make it.  Don’t hem and haw.  Don’t analyze things to death.  Act.  Of course, it is important to think about things, gather facts, listen to experts, weight outcomes and all of that.  But, people want their leaders to act.  It is not always perfect or even the correct path.  But some action is better than the agony of waiting and doing nothing.
The important thing is to admit when you have made an incorrect decision and ask for assistance in correcting it or choosing a new path.
 
Being decisive under tough situations while being responsible for the results is often cited as true leadership. – Bizmu
 
5. BE HUMAN
It is so easy to forget some of the struggles of employees.  There was a time when you weren’t privy to information.  There was a time when you weren’t asked your opinion about how to handle situations. Never forget that there was a time you were not a leader.
 
Never forget that there was a time you were not a leader. Don’t think that you are above other and be human.  –
 
In turbulent times, we need our leaders to be more human than ever too. Kerry Bunker
 
Leadership was easier, more fun and I was more effective because I took on this advice. The funny thing is that I had to “unlearn” a lot of things that other managers had told me.  But, I’m glad I did. I’m pretty sure my team was too.  
 
Where do you learn unexpected lessons of leadership?  What relationships provide you with valuable insight?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

Leadership Lessons From My Ex-Wife

Sticky Post By On August 26, 2015

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
Although my first marriage didn’t end well, I was fortunate to come out of it relatively unscathed.  It taught me a lot about how to build relationships and how to be a leader.  You could say that my ex-wife gave me great insight of what not to do.
 
1. DON’T PROMISE WHAT YOU CAN’T DELIVER –
Admittedly, we were having some issues before the end.  We decided that we needed to take on something, like a project, together.  The theory was that we were going to have to rely on each other and in the end see each other in a different light.  Let’s just say that didn’t work. I signed up to lead a big volunteer effort with the understanding that she would be joining me taking on some of the work.  I made my commitment taking on a HUGE role to recruit volunteers and donors.  Then…she backed out.  She said it was “too stressful” and “too much extra time”.
 
But, I couldn’t back out.  I grit my teeth and took on the extra work.  In the end, it worked out really well. I made excellent contacts, learned a lot about being more efficient and helped a great cause.  It also taught me the importance of doing what you say you will. It not only undermines relationships, but plants the seed that you can’t be trusted.
 

In work and in life, it is really important not to promise something you can’t deliver, because at best, it will mar your relationships. At worse, you could lose your job.  – Alexandria Levit
 
2. MAKE SURE THE PEOPLE IMPORTANT TO YOU KNOW THEY ARE IMPORTANT
 
Have you ever worked with someone that never told you what you did was important even though they gave you all the hard projects and asked you to take on all the difficult tasks?  Try living with them.
 
Leaders, people need to know that that you SEE what they do matters.  Yes, there are people that will tell you “the work is my reward”.  But, even they will feel put upon if their hard work and great effort is not acknowledged in some way.
 
My ex-wife never said thank you for the things that I (or others close to her) did.  Mind you, I wasn’t looking for a parade or surprise party (although that might have been nice).  But, it would have been nice to know that she thought what I did mattered or made her life a little better.  I’m actually kind of thankful she didn’t though.  It made me double my efforts to make sure the people that I worked with and my friends knew that I appreciated them.  I wrote a lot of thank you notes, sent thank you emails and did a lot of public recognition for my team.  Not to say that my team(s) would’ve taken a bullet for me, but they knew I had their backs.
 
If you value an employee, let him or her know it. If you don’t make that explicitly clear from time to time, they may well not realize it, even if you think they do. -Victor Lipman
 
 
3. IT’S NOT WHAT YOU SAY, IT’S WHAT YOU DO

This is an oldie but a goodie. My ex-wife (and me too if I’m being honest) was notorious for saying she would be somewhere or do something and not follow through.
 
She told me that she just felt bad saying no and people felt better when you said yes. She had no intention of doing what she agreed to and would figure out an excuse later.  At first, I thought that was kind of brilliant. You didn’t have to be honest, could make everyone happy and still get to watch the Fear Factor marathon.  But, I noticed that people stopped asking us to do things.  We weren’t getting invited to parties, weddings, etc.  I also noticed that my team started to skip asking me things as well.  Taking my ex-wife’s advice had led to a one-way trip to “lonely-ville”.  One Monday, I learned of a team outing that everyone attended, except me.  They had gone to a place I loved but assumed I would just cancel and didn’t invite me.  I was mortified to learn that by not dealing with telling people no, I was forcing myself into “hermitness”.
 
That’s the day I stopped doing that entirely.  What a gift that lesson was.  From that point on, I worked on making sure I did what I said I would.  Sometimes that meant saying no, making some people unhappy or disappointed.  Remarkably, I started to get invited to things again, both at work and with friends.
 

Leadership accountability requires a level of ownership that involves making, keeping, and answering for personal commitments. Simply put, when you hold yourself accountable, those around you know you can be counted on to complete your responsibilities or follow through on your promises. – Cory Dobbs
 
Although some of these lessons were tough to learn, I became a better leader and a better person because of them. I’ve never forgotten the importance of honoring relationships.  They are the cornerstone of making a great workplace and a great life.  
 
Where do you learn unexpected lessons of leadership?  What relationships provide you with valuable insight?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Customer Service Articles Permalink

What If You Thought Like The Customer?

Sticky Post By On August 26, 2015

LEAKING AND STICKING
We recently moved into a beautiful brand new apartment. Unfortunately we noticed two issues right away.
THE WASHING MACHINED LEAKED
The first time we used the washing machine it leaked. The maintenance person that came up looked at the leaking water and said,
“What should I do about that? I don’t know how to fix a washing machine. I’ll have to talk to my manager and will get back to you.”
That happened Tuesday.  We didn’t hear back AT ALL from them until the following week.  By the time everything was settled it took 4 weeks to repair.  The only time we heard from them was when I called. When they couldn’t tell by when it would be finished, I asked if what we should do about washing our clothes in the meantime.  The answer – “Bring your clothes to a laundry mat”
THE TOP DRAWER ON THE DISHWASHER STUCK SO MUCH YOU HAD TO FORCE IT CLOSED.
The dishwasher rack was something we pointed out the first day.  It took about 4 months for them to finally replace it.  When the technician came up to do it he told us – “We should have replaced this the day you pointed it out.  It is faulty”
 
Neither of these is life threatening, but they are annoying.  They are the kind of thing that will get a company a bad review on Yelp and can sink its reputation if it happens repeatedly.
 
But what if the maintenance folks actually thought about the issues they had to deal as if they were the renters.  What if they thought about the problem from the perspective of a customer?  What would they need to do differently?
 
BE EMPATHETIC

Think about how it would feel if the same issue was happening to you. You would want to be treated like an adult.  You would want to know that the person trying to help you wasn’t annoyed by your problems.
 
Most importantly, you would want your questions answered without attitude.   It may have been true that we had to take our clothes to a laundry mat.  But, it could have been said a little differently or alternatives could have been offered (maybe free usage of the building’s laundry service) or explored.
 

“No matter what procedures, processes, people or tools you put in place, empathy — the ability to identify with and understand somebody else’s feelings or difficulties — is a quality without which superior customer service simply can’t exist.” – Michael Hess
 
If you are uncaring in how you deal with a customer you can be sure that they will find other place to get their services.
 
FOLLOW UP

 Even if you don’t have the answer to a question or solution to an issue, make sure the customer knows you are working on it.  There is nothing more annoying than being the black hole of “what are they doing with my problem”
 
Imagine if it was your issue or question.  If you were paying someone to solve a problem, wouldn’t you want to know what the progress was?  Yes, yes you would.
 
Don’t wait for the customer to follow up with you.  Make it a point to be proactive and contact the customer to let them know the progress.  It will incentivize you to have something to tell them.
 

“Customer service starts the moment you have your first contact with a customer and theoretically never ends.” – Ken Mueller
 
If you don’t make sure that they customer knows what has developed/transpired on their issue they will assume nothing is happening.  Then instead of just dealing with a customer with an issue, you’ll be dealing with an irate customer with an issue.
 
ACT QUICKLY

Nothing is worse than long waits to solve problems or deal with issues.  Don’t make customers wait.    Recently there was a study done by UK Institute of Customer Service for software companies.  They proved that waiting a day doubles the cost of resolving a customer issue.
 

“research by the UK Institute of Customer Service shows that the approximate cost of resolving a customer issue within 24 hours is $4.70. But waiting just one more day causes that cost to skyrocket to approximately $7.80″. – Andrew Gori
 
Not in the computer software industry?  So what.  The longer you wait to solve issues the more likely that the issue will get worse and/or the customer will:
 
•  Will find additional things wrong
• Go somewhere else for their business
• Make sure everyone knows how rotten your company is
 
None of these are great alternatives.  The faster that an issue can be resolved the better.  If the problem was in your house or on your car, you would solve it as quickly as humanly possible.  Treat customers like you want to be treated!
 
Focus on solving customer issue quickly.  If you don’t, it is both a great way to lose customers and a great way to waste a lot of money.
 
What is your organization doing to think about issues and problems though the eyes of the customer?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Facilitation Articles Permalink

Waiting Is The Hardest Part

Sticky Post By On August 26, 2015

As a consultant I do a lot of pitches and client presentations. The most gut wrenching time is not during the presentation but the few minutes before it starts.

What can you do to make sure that those last few minutes are not spent in a panic?  Here are three tips I learned hat have helped tremendously.
 
BE REALLY PREPARED.
 
Yes, it’s true. There is nothing better to get past the jitters than knowing

• What you are going to say,
• Potential questions,
• What your competitors might say
• A LOT about the company you are presenting to.
 
Sounds like a no brainier, but somehow I still see people fumbling around as if the first time they’ve seen the presentation is right before presentation time.
 
That means you have to be done with your presentation way ahead of time. Get it done at least a day early so you can print and relax
 
AMP UP
 
This one sounded silly to me when I first heard it but it worlds. Practice power poses before you present. There is a killer TED talk that gives the science behind it. Trust me, if you feel powerful you will be!
 

“Don’t fake it until you make it, fake it until you become it”  – Amy Cuddy
 
START THE PRESENTATION WITH QUESTIONS.
 
Yes, it’s another oldie but goodie. But it works. Nothing gets your mind at ease more than someone else talking.  It also helps you alter the presentation based on the answers. Sometimes, like in a presentation I did today, you might need to abandon your prepared remarks entirely!  Hence the reason to be prepared!!!!!!
 
Have a handful of questions to get the dialogue started. And don’t you dare start with “how’s the weather” or “how about those Cubs” type of nonsense.
 
Two things.
 
1. If you are a Cubs fan, admitting it is not smart (sorry I’m a White Sox fan).
2. Your questions should open up conversation, give you insight and show you are prepared. Asking questions gets you information but also tells a lot about you. There are no dumb questions but there are dumb times to ask them.
 
What do you do to be calm and ready to deliver presentations?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles Permalink

You Fail

Sticky Post By On August 26, 2015

There is no doubt you will fail if:

• You don’t do anything that pushes you out of your comfort zone
• You give up before the project, fight or song is over
• You don’t give it your very best effort
• You don’t take risks
• You keep saying someday I will, one day I’ll and that day never comes
• You wait until the perfect moment
• You never try at all.
 
Life is not about if you will fail, but when.  Life is not about avoiding failure; it is about what kind of person will you be when it happens.
 
No great person has ever gone through life without failure. Failure shapes, prepares and hones.
 
If in the end you have never failed, than it is likely you have never really lived.
 
Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

Why Solve A Problem When You Can Slay It!

Sticky Post By On August 26, 2015

Are there problems that occur in your organization that seem to never get fully resolved?  Even when “solved” they keep coming back like bad fruitcake or an unwanted relative?  Maybe its time to put those issues out of their misery and slay them for good.
 
WHY DO PROBLEMS LINGER?

Why do these that problems/issues linger?
 
Once a solution is identified the emphasis on it ends.  It is as if just by finding the solution the problem will go away. – Deming
 
But finding the solution is only half the battle.  
 
Slaying it will take determining the REAL reason it happens, developing solution, complete implementation AND follow up
 
DETERMINE WHY IT’S REALLY HAPPENING (ROOT CAUSE)

Want to slay a problem for good?  First the real reason, the underlying root cause, must be identified.  Until that is uncovered, only the symptoms of the real problem will be addressed.
 

A classic example of a case where you thought you were focusing on the true cause of a problem (seeking help to get relief for a stomach ache), but instead, your doctor ended up just fixing the symptoms (giving just a bunch of pills for the pain). Since only the symptoms were fixed, the root cause of the problem was never diagnosed. Thus, it still existed. – Temo Kiander
 
There is a technique in Six Sigma call the 5 Whys.  Although there are some other methods, this is the most straightforward and easy to use.
 
By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Very often the ostensible reason for a problem will lead you to another question. Although this technique is called “5 Whys,” you may find that you will need to ask the question fewer or more times than five before you find the issue related to a problem.
 
A solution to slay an organizational issue can only be developed once the TRUE issue or problem is uncovered. 
 
NOW we can come up with a resolution…
 
BRING IN THE FOLKS THAT ARE IMPACTED BY THE ISSUE & HELP THEM DEVELOP A SOLUTION

The people impacted by an issue very often don’t have a hand in developing solutions.  How can there be buy-in if the people that have to live with the solution are not involved in developing it?  If the goal is to slay the problem for good, those impacted must be involved in creating the solution. 
 
There are literally thousands of methods to lead teams through solving problems.  When used properly, most of them are very effective.  The key is to involve those people causing, influencing of impacted by the issue.  As with any change initiative, involving the impacted ensures that they:
 
• Believe there is an issue in the first place
• Understand the cost of the issue/problem lingering
• Develop a solution that will work within the culture AND is feasible!
• Are willing to champion the solution
 
ALLOW THE PEOPLE IMPACTED TO IMPLEMENT THE SOLUTION

Autonomy, ownership, accountability, blueberry…. wait what?  Not giving the folks that developed the solution the responsibility and accountability to implement it is a recipe for disaster. It is one of the quickest ways to ensure that the solution will likely fail.
 
Empower and give autonomy, within reason and boundaries, to the employees that created the solution to implement it!  That might mean partnering them with a project manager or giving them some training.  But, that is small price to pay for eradicating the issue forever.
 

Being given responsibility without authority can breed a sense of helplessness, frustration, humiliation and despair, but never a sense empowerment.”- JJ Tuan
 
LET PEOPLE KNOW THE PROBLEM IS SOLVED!

Launching or implementing the solution is not the end of the issue, it’s the beginning.  Once the solution is implemented is vital to continue communicating about

• What has changed
• Why things are better
• Specific examples of what has improved
• Recognizing people’s efforts and accomplishments
 
Remember not to use buzzwords or jargon.  Constant communication reminds people that there is still emphasis on the problem/solution.
 
DON’T FORGET TO FOLLOW UP.

The solution that is implemented is rarely perfect.  Yes, it’s true.  Perfection is not the goal, slaying the problem is!  Make sure that the solution and current situation are reviewed at regular intervals.  This way there can be course corrections when issues are noticed or the intended result is not reached.  The only way to ensure the problem/issue does not return with a vengeance is constant vigilance.
 
The most effective way to increase the ability to innovate and be creative is stop lingering issues/problems dead in their tracks.
 
What are you doing to slay your organization’s problems?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Facilitation Articles, Instructional Design Articles, Organizational Change Articles Permalink

Not All Of Us Can Be Presentation Picassos

Sticky Post By On August 26, 2015

Many of us know someone that can put together outstanding presentations in almost no time.  They whip them together like Gordon Ramsey making a delicious meal or Picasso painting a masterpiece. For most of us (at least for me), creating compelling presentations takes some serious thought and lots of preparation.  One of the best tools I’ve found to jumpstart the process and develop convincing content is an app called Haiku Deck.
 
HA-WHO?
 
Haiku Deck can be on the Apple Apps store (sorry Android users, I’m sure they are working on one).  It is an awesome tool that builds presentations though pictures.  The concept is really simple.  Once a theme is picked, simply type in a word or phrase and Haiku Deck will provide a series of pictures that represent it.
 
• Want to show change – show the metamorphosis of a caterpillar into butterfly
• Want to show adaptability – show a chameleon changing colors
 
There a many pictures available in the free version and even more in the inexpensive paid version.  It is a powerful tool to develop storyboard for a presentation that filled in with charts or other details as needed.
 
WHY PICTURES?
 
According to John Medina’s best selling (and overall awesome book) Brain Rules, building a presentation using pictures follows two key rules of the brain:
 
• People don’t remember boring things
• Vision trumps all other senses

Pictures are quickly “lodged” (not a scientific term) into memory and easily recalled.  Pictures help to link your ideas in the presentation to solutions or concepts that the potential client will remember as yours.  Telling a story with pictures is what the brain wants! Your audience is doing while you are talking anyway. Presenting like this just helps things along.
 
WHAT ABOUT ALL MY DATA, FACTS, FIGURES AND BULLET POINTS?!!??!??!?
 
The quick answer is, don’t worry about them.  More often than not, the potential client isn’t really going to read what you have on the slide.  They are looking to see
 
• Do you know what you are talking about?
• Are you a good fit culturally?
• Will you make them look good?

If you have to deliver data and figures, make sure you have them.  But in most cases, all those extraneous words on the page will distract from YOU.  That is  the magic and genius of Haiku Deck.  The app doesn’t allow for a lot of text, so you HAVE to know your stuff.  You want the audience to listen to you and not read ahead anyway, right?
 
Therefore, you will need to voice over details and create a leave behind rich with data.  Make sure that the leave behind has the some of the picture used in the presentation to cement the link.
 
If you are like me and aren’t a virtuoso of presentations, leverage Haiku Deck to build a compelling story that uses the most powerful sense to lock your ideas into the audience’s memory!
 
What programs do you use to improve your presentations?  Please let me know!!!

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Instructional Design Articles, Leadership Articles, Organizational Change Articles Permalink

Are You A Sourpuss At Work?

Sticky Post By On August 26, 2015

One of the most interesting phenomenons at organizations is the lack of smiles, laughter and overall good humor.  Why is that? What is it about our work lives that makes us stodgy and humorless?
 
At my very first client  meeting as a consultant, the tenor was decidedly somber.  Even though the topic of the meeting was good news, everyone was very serious.  Although I thought it a bit strange I chalked it up to that group. After almost 20 years, I have noticed that the somber and serious nature is more the rule than the exception.

Over the years I’ve conducted a very unscientific study and concluded at work we suffer from the “Sourpuss Syndrome”.  Below are the primary reasons and remedies for it.

SOURPUSS MYTH 1 – WHEN YOU ARE A LEADER YOU’RE SUPPOSED TO BE SERIOUS

Reason – We have been told that being serious equates to being an adult.  Teachers were serious, parents were serious and therefore authority figures should be too.  If you are not, then how can someone take you seriously as a leader?
 

Perhaps I’m particularly serious, because I’m not unaware of the potential absurdity of what I’m doing. – Daniel Day-Lewis
 
But, being a leader (and a member of a team) actually requires having a sense of humor.
 
The vast majority of the successful CEO certainly do [have a sense of humor]. I’m not sure why that is, but I suspect it has something to do with a combination of enjoying life, loving what you do for a living, and not taking yourself too seriously. – Steven Tobak (please read his blog, it’s awesome)
 
Remedy – Use humor appropriately and laugh at things that are funny.  Yes, laugh.  Humor is a powerful thing.
 
humor is one of the things associated with a positive effect, which increases not only productivity, but also the ability to communicate well with the boss, co-workers, and customers. It also enhances the degree to which you feel bonded, cohesive, and part of the group in the workplace, –  Persis Swift
 
In the end, it helps people understand each other’s commonalities.  In effect it brings people together.  Don’t be offensive or tell jokes at other’s expense.  But, please stop taking yourself and what you do so seriously.  People don’t trust leaders that can’t laugh, especially at themselves.
 
SOURPUSS MYTH 2 – LAUGHING MEANS THERE IS NOT WORKING GOING ON

Reason – Remember when we were kids?  Teachers and parents used to scold us about laughter. They would say, “If you are laughing than you can’t be working”.  The problem is that we believed them.  We stopped laughing and started concentrating really hard.  But what if all that concentrating actually hindered out abilities to be as innovative.  Stifling laughter made meetings  dreadful and work boring.
 
Remedy – Laugh more freely, more often and with gusto!
Okay, don’t laugh at everything.  Use common sense.  Cruelty is never funny.  But laughter actually makes more oxygen available to the brain.  It can increase the level of productivity

Laughter can create a productive and healthy work environment– Chris Robert, Professor at University of Missouri-Columbia
 
And, if that weren’t enough, it can dramatically reduce the amount of stress at work.

Research conducted in 2002 for an industry-wide study of 2,500 employees found that 93% believed laughter on the job helped them to reduce work-related stress. – Siobhan Hammond
 
So, if you laugh you will be more productive and less stressed.  Do you need more reasons to laugh a little?
 
SOURPUSS MYTH 3 – WE AREN’T SUPPOSED TO HAVE FUN AT WORK

Reason –  Work is work.   Growing up many children see their parent go off to jobs that they absolutely detest.  Some with good reason.  But, most seem to believe that the definition of work is –
 ”The thing you have to do in order to pay for the things you want to do”.
Merriam Webster defines work as “Activity involving mental or physical effort done in order to achieve a purpose or result.” There isn’t anything in there about it being miserable or drudgery.  That is what we add to it.
 
Remedy – Put your all into your work and enjoy it.  Research how to be more effective.  Create new ways of doing your job. If you are a leader, encourage this.  
 

There is good evidence that if you allow employees to engage in something they want to do, (which) is playful, there are better outcomes in terms of productivity and motivation.”- Dr. Stuart Brown, founder of the National Institute for Play
 
The truth is, no one likes a sourpuss.  No one wants to work with someone that stifles humor.  In the end, it makes you and the team you lead/work with less productive.  Stop being so serious, laugh a little and have fun at work.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

26 Aug 2015
Sticky Post By Posted in Leadership Articles, Organizational Change Articles Permalink

Goals Unachieved

Sticky Post By On August 26, 2015

YOU KNOW THAT YOU WON’T REACH YOUR GOAL

• If you don’t set them
• If you try to do the impossible
• If you’re not committed to it
• If they don’t inspire you
• If they aren’t flexible to bend to the obstacles, challenges and realities of life
• If you write them down but never act on them
• If working on them means you sacrifice your health, family and other important areas of your life.

SCIENCE TELL US

• Difficult goals lead to higher performance
• Specific goals lead to higher performance
 
THE BOTTOM LINE

People who set goals tend to be more successful, fulfilled and engaged in life.
 
What goals do you have?  What are you doing to set and reach your goals this year?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.
 

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Cube 2.14 will increase your organizational effectiveness. We specialize in developing innovative, practical solutions to create productive workplaces that exceed goals.

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  • (847) 212-0701
  • www.cube214.com

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