Envisioning what's next or for that matter, trying to get hold of what's now is making me dizzy. I love a fast dynamic, but whaoo, what I'm seeing is something else.
Last night I had a long phone conversation with my 26-year old son, Esana Anderson (digital media geek) and we took a spin across the Internet, he in Orlando and me in Oregon. Over a couple hours he introduced me to a number of new destination sites, programs and methods for gathering and sharing information.
We started at www.Digg.com. This site features listings of Internet news-like stories rated by how many people "dig" them by voting. The top stories are the most votes in the most recent past. Talk about breaking news, this is it and it's on ALL kinds of information.
He had me do a search of a couple topics that interest me, like coaching, management consulting and group facilitation. There are search options like last seven days, weeks, months or forever and more.
He had me download Vienna software on my Mac G4 laptop, then showed me how to transfer the RSS feed from Digg subject searches. Now when I run Vienna it links automatically to the Digg subject searches and I see breaking news on the exact subjects I'm interested in.
Boy, I can't wait to show my clients how they can stay up to date about breaking news in their various industries. Heh heh
Sunday, February 25, 2007
Sunday, February 18, 2007
Building Healthy Organizations
Conflict is a normal part of all relationships. Despite its normalacy, it's frequently not fun or comfortable for most of us. We have conflict within us, or at least I do. I can't be sure about you.
I believe that our different learning and personality "styles" create misunderstandings between us. It's easy to ask, "What's wrong with you or them" when the other doesn't do things as we think things "should" be done. Add to this limited time, resources and many options. Instead of, What's wrong with you?" more productive questions might be, What is most important? What are our priorities?
One way to make conflict work for us, instead of against us is to value the energies driving conflict. If people don't care and care deeply and passionately, it doesn't matter. So we can respect conflict. Honor these energies as sacred. They infuse life and lead to purpose.
Clarifying what each voice wants is a good first step. Everyone must be heard. Out of this sharing, opportunities can be found, agreements can be reached on measurable goals by fixed dates. Strategic and tactical planning establishes the milestones and action steps necessary for buy-in by everyone. Negotiation is required to achieve consensus.
In management circumstances, establish written expectations for job performance. Match responsibilities with adequate compensation and benefits. Most frequently forgotten in small organizations, is performance evaluations, done in a supportive environment.
New employees require training, direction, supervision and correction. As quickly as possible to maintain enthusiasm, shift from telling to inquiry. What does the new hire see with their fresh eyes, that you as expert do not? These are precious, valuable moments to gain competitive advantage towards better serving your customers. You have a baseline for each position, a minimum requirement for the job. Now ask and stand in the question, "What is possible and currently impossible but something we could reach towards in this activity?" Don't rush for answers. Keep asking and encouraging your new hire to create options, ideas and what-ifs.
As an employee gains skill and mastery, healthy management methods are less directing and increasingly encouraging, supporting, coaching and facilitating. The manager becomes a resource provider, consultant, advisor and problem solver to partner with advancing what is so and what could become.
Our culture is demanding that we all become creative, learning organizations to thrive today. When performance evaluations can be conducted from an "appreciative inquiry" perspective, performance increases. Conflict between can transcend personalities and become the quest and struggle to let go of certainty and habits to consider how valuable the unknown can be.
I believe that our different learning and personality "styles" create misunderstandings between us. It's easy to ask, "What's wrong with you or them" when the other doesn't do things as we think things "should" be done. Add to this limited time, resources and many options. Instead of, What's wrong with you?" more productive questions might be, What is most important? What are our priorities?
One way to make conflict work for us, instead of against us is to value the energies driving conflict. If people don't care and care deeply and passionately, it doesn't matter. So we can respect conflict. Honor these energies as sacred. They infuse life and lead to purpose.
Clarifying what each voice wants is a good first step. Everyone must be heard. Out of this sharing, opportunities can be found, agreements can be reached on measurable goals by fixed dates. Strategic and tactical planning establishes the milestones and action steps necessary for buy-in by everyone. Negotiation is required to achieve consensus.
In management circumstances, establish written expectations for job performance. Match responsibilities with adequate compensation and benefits. Most frequently forgotten in small organizations, is performance evaluations, done in a supportive environment.
New employees require training, direction, supervision and correction. As quickly as possible to maintain enthusiasm, shift from telling to inquiry. What does the new hire see with their fresh eyes, that you as expert do not? These are precious, valuable moments to gain competitive advantage towards better serving your customers. You have a baseline for each position, a minimum requirement for the job. Now ask and stand in the question, "What is possible and currently impossible but something we could reach towards in this activity?" Don't rush for answers. Keep asking and encouraging your new hire to create options, ideas and what-ifs.
As an employee gains skill and mastery, healthy management methods are less directing and increasingly encouraging, supporting, coaching and facilitating. The manager becomes a resource provider, consultant, advisor and problem solver to partner with advancing what is so and what could become.
Our culture is demanding that we all become creative, learning organizations to thrive today. When performance evaluations can be conducted from an "appreciative inquiry" perspective, performance increases. Conflict between can transcend personalities and become the quest and struggle to let go of certainty and habits to consider how valuable the unknown can be.
Sunday, February 4, 2007
Welcome to Being Cause
Crafting your plans in narrative and numbers can be exciting and daunting. Getting started is the hardest part. We at Be Cause Business Resources reduce the stress, time and risk and improve your results.
This blog is a chance to express yourself and exercise those creative mental muscles. Try it, you'll like the results in your bank account and investment portfolio. Let's hear from you!
This blog is a chance to express yourself and exercise those creative mental muscles. Try it, you'll like the results in your bank account and investment portfolio. Let's hear from you!
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