Hello from Rising Sun Consultants
Welcome to the March issue of Rise & Shine –
Your Leadership Solutions and Resource Newsletter!
New Horizons (Meetings/Events):
Public Seminar:
May 17, 2006 (Note Date Change!) – “The 3C’s: A Model of Positive Productivity™”
8:30 am – 4:30 pm.
Harrisburg PA.
The purpose of this hands-on applied workshop is to provide participants with both statistical data and applied skills needed to build a strong organizational culture which focuses equally on both people and productivity. As a result, participants will be in a position to engage their employees in new and exciting ways designed to increase their employee’s involvement in the organization’s mission and vision.
Investment
- $149/person
- $129/person (early pre-paid registration by April 19, 2006)
- $119/person (group rate for 3 or more – 7th registration at no cost)
For more information, click here or contact Lynn Lehman @ 717-512-7531.
Radio Interviews:
April 29, 2006 – “Change and Transition”
WHP Radio – 580 AM – Harrisburg, PA,
7:30 – 8:00 am.
(Contact us for full details)
Bright Lights (Tips/Solutions):
This month’s Solution focuses on Team Performance:
What does it take for a group to perform as a TEAM? The answer is easy … it’s the implementation which is usually more difficult.
The following five characteristics are important to the success on any and all teams:
- A successful team needs a clear and specific purpose – One of the first questions which must be answered when forming a new team is: “What is the purpose of the team?” In order for a team to be successful, its membership, as well as others in organization, need to be clear on what the team is expected to accomplish.
- A productive team needs to be structured for maximum effectiveness – Once the purpose has been determined, the next step in ensuring success is be clear on both the structure and decision making responsibility of the newly formed team. Is this a short-term, single project team or is this a long-term, on-going team or committee? Will the team be made up of members from one department within the organization or will it be cross-functional in nature? Will there be a designated “team leader” or will it be a “self-directed team?” What is the authority of the team? It is absolutely critical that everyone within the organization understand both the trams purpose and authority in order for the team to be successful.
- An effective team needs effective leadership – Naturally, whether the team has a designated leader or is established as a self-directed work group, how the team is managed or lead will have a direct impact on its overall success and/or efficiency. Which type of leadership is best depends on several different factors - for example, the purpose of the group, its structure, etc. Perhaps most important, however, is the level and experience of its members. Since each member brings their own set of skill and experiences, effective leadership must support and encourage the diversity of the team.
- An effective team also needs collaborative relationships – Despite the strength which comes from the diversity of the team’s individual members, in order for the team to ultimately succeed, it must learn to function as a unified whole. “Collaboration” does not that everyone always gets along and agrees with other. What it does mean is that all members of the team are committed to the overall success of the team and each member fully understands that no one succeeds unless they all succeed as a team.
- A collaborative team requires good communication – Finally, perhaps the most important ingredient in the success of any team is effective communication. In order to be successful, teams must learn to work together in determining the most effective ways of both giving and receiving feedback, asking questions, resolving conflicts, solving problems and managing the day-to-day task and responsibilities of the team. Naturally, this requires commitment and skills in the two key components of all effective communication – speaking and listening – with listening being the more important of the two.
Shining Stars (Best Practices):
This month’s Organization of Excellence is Glatfelter Insurance Group in York, PA. Since its start in 1951, this company has consistently provided quality education and service to their clients. They help their clients reduce risk while building long-lasting relationships based on mutual trust. How do they achieve their mission of exceeding client expectations? Below are only a few of the strategies in place that help this highly respected company succeed…
- A strong sense of purpose and established Core Values that provide direction and communicate to both employees and clients that they are important and appreciated.
- A structure of employee ownership (ESOP) that emphasizes the impact of each employee’s actions and encourages employees to think and act like an owner.
- A culture based on service, integrity, respect and trust, teamwork and community involvement.
- Many opportunities for people within the company to learn, grow and achieve their personal and career potential.
- A compensation program that is directly tied to performance.
Glatfelter Insurance Group clearly demonstrates that valuing employees is one sound approach to engaging employees and thus achieving excellent customer service. We thank Tony Campisi, President, for meeting with us to discuss the best practices of their organization. More information about Glatfelter Insurance Group can be found at their website: www.glatfelters.com.
World Views (In the News):
“Stupid Is As Stupid Does”
Sadly, innate stupidity isn't a firing offense. It's the "brilliant" things stupid people do that get them canned.
In New York recently, Mayor Michael Bloomberg reportedly fired a city employee for playing solitaire on his work computer during business hours. Mayor Mike, who has a net worth of $5.1 billion, made a fortune by building a real-time financial newswire from scratch. He is obviously a futzy traditionalist who believes workers should, you know, work.
"Be in tune with the corporate culture," says Richard Bayer, chief operating officer of Five O'clock Club, an out-placement and career coaching organization in New York. "You also have to be aware that computer technology keeps a record of everything you do. Believe me, that's not as uncommon as you'd think."
Many aspiring Einsteins don't realize that the computer system keeps a copy of every e-mail sent. Ponder that awesome truth the next time you're about to send a saucy note to the colleague in the next cubicle or you're about to flame the boss for his latest manifestation of what you consider terminal idiocy. Moral: Don't assume that your work e-mail is private.
Hacking the company's Web site or scrambling proprietary data is generally frowned upon by the bigwigs, but it's not uncommon for grunts with a grievance to go digital after going ballistic.
Who could forget the blistering blog written by a young woman at a national fashion mag? Great inside dirt--and it got her fired. It's best to leave statements to the company press officer. If loyalty is asking to much, at least remember who signs your paycheck.
If you're a manager faced with a terminally stupid employee, you must make it clear that certain behavior is unacceptable and chart a course to redemption. This generally requires a closed-door, no-holds-barred meeting where you lay things out chapter and verse. Put everything in writing and document any future transgressions. Work with the personnel department to fire bad employees.
"Most good work habits are just common sense," says Bayer. Or, as your grandmother used to say, "Don't stick beans up your nostrils." Translation: Think!
(Adapted from Scott Reeves, Forbes.com, 02.14.06)
Rays of Hope (Stories/Parables):
The Lonely Ember
(A Story of Engagement)
A member of a community service organization, who previously had been attending meeting regularly, stopped going. After a few weeks, the friend decided to visit him.
It was a chilly evening. The friend found the man at home alone, sitting before a blazing fire. Guessing the reason for his friend’s visit, the man welcomed him, led him to a big chair near the fireplace and waited.
The friend made himself comfortable but said nothing. In the grave silence, he contemplated the play of the flames around the burning logs. After some minutes, the friend took the fire tongs, carefully picked up a brightly burning ember and placed it to one side of the hearth all alone. Then he sat back in his chair, still silent. The host watched all this in quiet fascination. As the one lone ember's flame diminished, there was a momentary glow and then its fire was no more. Soon it was cold and "dead as a doornail."
Not a word had been spoken since the initial greeting. Just before the friend was ready to leave, he picked up the cold, dead ember and placed it back in the middle of the fire. Immediately it began to glow once more with the light and warmth of the burning coals around it. As the friend reached the door to leave, his host said, "Thank you so much for your visit and especially for the fiery reminder of the important of being part of something bigger then myself."
Author Unknown |
Thank You:
As always, on behalf of ourselves and our associates, we want to thank all of you reviewing our Rise & Shine Newsletter and for providing us with your insights, feedback and suggestions. We invite you to visit our website (www.risingsunconsultants.com), to enjoy our latest book review and white paper.
Until next month: Always Keep Your Eyes on the New Horizon! |
