Posts Tagged ‘Management’

What Annoys Me the Most About Coworkers

Posted: April 3, 2013 in Teams
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Annoying CoworkersLast week I wrote a post about what I appreciate most in coworkers.  Thanks to all who made it one of my most read posts for the year to date.  This post addresses the flip side of the issue by discussing those things that really get under my skin about coworkers.  Of course, I’m writing a summary post from 40 years or working and am not airing a bunch of dirty laundry regarding my current team – a team I am incredibly impressed with and glad to be part of.

Here are the things that most annoy me in no particular order of importance:

1. Negativity.  As someone who prefers optimism over pessimism, I find it draining and depressing to be around Negative Nellies all the time.  Whether this is in the form of constantly complaining about one’s work environment, other people, personal matters at home, management, work to be done, one’s health, opinions concerning project plans, or a host of other possibilities, please don’t pollute the office and the daily experience of those around you by bringing more negativity than positivity to the office.  If you’re that miserable at work, then find something else somewhere else.  If you’re like this wherever you work, then the problem is you – not others or the work environment.

2. Excessive absenteeism.  I realize people take vacations, get sick and have family emergencies that take them away from work from time to time.  Heck, I’m writing this in the middle of such a few days myself helping to take care of my wife after an accident Sunday and in anticipation of her having surgery tomorrow.  But I have worked with some people who have more weeks per year with days away than weeks with all five days in the office.  With these folks, there always seems to be some crisis du jour that causes them to come in late, leave early, take another day off, etc.  It leaves me wondering just how many days a year these people take off and how that all reconciles with limits the company places on paid time off.  Is anyone holding them accountable?

3. Not delivering results.  I don’t care how many lofty plans you think up or what good intentions you announced at the last staff meeting.  I want to see work completed and done so in a timely manner.  I could line my cube wall with the empty promises of what others said they would do and never got around to finishing.  I’d rather line the walls with lists of amazing things accomplished by the team.

4. Managers who don’t hold people accountable.  This relates to the previous one, but focuses on the manager rather than the coworker.  I have been on teams where  managers inconceivably let slide month after month and year after year the lack of deliverables from some people on the team while others consistently churn out work at an incredible pace.  Is it because the manager doesn’t see it?  Does he not care?  Is he clueless about how to hold people accountable for performance results?  Doesn’t he realize what this disparity in apparent expectations does to the morale and potential performance of the rest of the team, not to mention the toll it takes on interpersonal dynamics?  It may be easy to convince oneself that letting people self-manage and requiring team members to hold each other accountable is the emotionally mature way to go, but doing so sure smells a lot like abdicating one’s management responsibilities when individual performance issues never get addressed.

5. Backstabbing.  I prefer to trust people until they give me a reason not to.  One way to quickly and permanently lose that trust is to stab me (or others I trust) in the back.  If you think doing so makes you look good, you’re wrong.  If you’re doing it to climb up the corporate ladder via the bleeding backs of others, then you will ultimately fail.  If you have something to say about the work I do, how I do it, or about any quality or capability I bring to the table, then do so to my face.  If you would hesitate to say it to me, then that ought to be a clue that you shouldn’t say it to others either.  Word gets around sooner or later, and a pattern of backstabbing others will get you a reputation that does you far more harm than good.  Build others up; don’t tear them down.

6. Jumping to conclusions.  I have to chuckle at times at the swift speed at which we go from very limited information to unfounded and inaccurate conclusions.  Learn to ask more questions and find out more facts about a situation before you take off on some rant or devise some unnecessary solution for a misdiagnosed problem.  I see this on our company’s internal social network all the time when someone will have one little piece of info or limited experience and then take off on some speculative discussion path rather than take the time to first inquire and understand the whole picture.

7. Failing to involve others in decision making.  It is the style of some “leaders” to think they need to make decisions in a vacuum or only with the involvement of very few people impacted, and then announce that major decision to others impacted by it.  That is a mistake.  With today’s ease of communication in organizations via internal social media, and especially if all impacted are easily gathered together for discussion prior to decisions, we are far better off tapping the collective wisdom of the entire stakeholder community before decisions are made.  This results in a far greater likelihood that the best decisions will be made and that broad buy-in from the ranks will be there from the start.  Leaders who get this right will find an appreciative workforce who provides valuable feedback, feels like they are partners in the enterprise, and who are strong advocates of final decisions made.  Leaders who continue to make major decisions behind locked doors, making some big announcement after everything is set in stone, only foster distrust about what will be handed down next.

8. Policy and process guardians with no common sense.  People who want to respond to every bad thing that ever happens with another policy or unbending process written in stone need to lighten up.  You can’t have an agile, creative, innovative, effective workplace that responds to today’s business needs and climate realities if every attempt to get work done is stifled or significantly delayed by people enforcing extremely conservative policies and complex processes that may be even prohibit the very actions they are presumably established to guide.  The business does not exist to enforce its policies and processes.  The policies and processes exist to help the business accomplish its objectives, and when they impede that progress, they need to be called out and changed by those empowered to do so.  That seems like common sense to me, but as I’ve heard others say, “If common sense was common, more people would have it.”

9. Making it hard for others to reach you.  This comes in a few different forms.  For example, when I read an email, I expect a signature block to contain basic contact info, even if you are from within my own company, but especially if you are from another company.  Unless you’re sitting within earshot of me, include your phone and any other relevant contact info in your signature block.  I don’t want to waste time having to look you up in the company directory or in previous emails or notes every time we need to talk.  If the company provides an instant messaging platform, then set up your PC to log in to it automatically every day for those quick exchanges that don’t warrant an email or phone call.  If you’re out of the office for a time, update your voice mail and email to note that so I don’t think you’re just ignoring me and so I can direct my questions to others while you are away.  If your area is responsible for some process that others must go through, then make clear on your website or somewhere who to actually contact if there is a need to talk to a real, live person instead of some generic email address.  Go out of your way to make it easy for others to reach you.

10.  Passing the buck.  How many times have you been sent from one person or department to another when trying to track down information or assistance with some matter?  I understand that not everyone is responsible for everything, especially in a large company.  Certain business areas own certain processes and aspects of the business and need to take pride in that ownership, making the areas for which they have responsibility run as smoothly as possible.  That means owning up to failures without pointing fingers to others who may have influenced failure in some way.  The kind of person who most impresses me in this regard is the one who will take ownership and initiative in finding answers, information and solutions even though it most certainly is not their actual job responsibility to do so.  That kind of customer and problem-solving focus is greatly appreciated by anyone who has ever experienced the exasperation of a string of people unwilling to take responsibility or to help.

So there you have the ten things that most annoy me about coworkers – a list compiled from reflecting on many years of work across many teams and under many different managers.

What about you?  What annoys you the most about coworkers?

What I Appreciate Most In Coworkers

Posted: March 29, 2013 in Teams
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Good WorkerLast month I wrote a couple of posts about The Best Behaviors I’ve Shown As An Employee and The Worst Mistakes I’ve Made As An Employee.  They were very well received with the post on worst mistakes being the most viewed post on this blog in the two years the blog has existed.  Having examined myself first in those posts, I now turn my attention to what I appreciate most and what annoys me the most in coworkers.  I’ll split the topics into two posts.  Having worked at a number of places over 40 years, do not make any assumptions about particular places, teams or individuals referenced.  I would never name names in a negative comment.

Since many working adults spend more waking hours with coworkers than with their families weekly, how we get along with others at work is important.  When relationships are good and healthy, when work is fun and fulfilling, life is good.  Most of us, though, have experienced those jobs or coworkers from time to time where interpersonal conflict and other issues cause stress and dissatisfaction.  This post focuses on the characteristics and behaviors that I most appreciate in coworkers.  My next post will deal with the flip side.

Here they are, not in any particular order of importance:

1. Strong work ethic.  I don’t necessarily expect everyone to willingly and consistently put in the 50-55 hours per week I typically give, but I do expect people to work hard and to go above and beyond when needed.  It turns me off if someone is so tied to a clock that they don’t consider putting in more than the minimum required.  I love working with people who are driven to give their best and to put in the time necessary to put out quality work.

2. Sense of humor.  It’s amazing how much quicker a day goes by when it is sprinkled with laughter and good-natured fun along the way.  The presence of humor makes me want to be with the sources of that humor.

3. Creativity.  I don’t claim to be very creative, but I appreciate others who can look at issues and tasks in new ways, present solutions I would never think of, and turn something otherwise mundane and bland into something that meets a need in an appealing, attractive, and unique way.  There are almost always better ways to accomplish things, and being surrounded by creative minds increases the likelihood of coming up with remarkable solutions to business needs.

4. Willingness to help.  When coworkers notice that a colleague is sinking under a heavy workload and needs help, it is encouraging to see them offer to share the load even if they already have a full plate themselves.  Sometimes we all need a helping hand, and having colleagues you can turn to in a pinch or who initiate offering help is a godsend.

5. Emotional maturity.  It is not helpful in an office when people wear their emotions on their sleeves and don’t know how to stay professional.  I like working with others who can address matters calmly, reasonably, and with a common purpose of solving problems, moving forward, and getting things done.  It is nice when people can receive constructive criticism and suggestions willingly.  It’s helpful when others do not take things too personally when the intent of the conversation is to do what is in the best interests of the company and the work to be done.

6. Integrity.  I like working with people who do what they say they they will do.  I respect people who are honest in all situations.  I expect that of myself and of others.  Without it, I just can’t trust you, and that will negatively impact our ability to work together.

7. Initiative.  It is invigorating to work on a team where individuals constantly think of new things that can be done as well as new and better ways to do what has been done in the past.  When colleagues act on those inclinations, you have a scenario where the workers are fully engaged and enthusiastic about what they bring to the table, and the company ultimately benefits.  It’s a win-win for the worker and the business.

8. Willingness to bend or break the rules.  This one may get me in trouble.  While it is important to live within corporate policies, it is also important to put faith in trusted, proven individuals and give them some leeway to act on their knowledge, experience, and instincts, even if some rules get bent in the process.  Most of us don’t have to think too long and hard to come up with frustrating examples of corporate practices and policies that have been allowed to morph into some giant, life-sucking, time-consuming albatross around the necks of people who simply want to get their jobs done in the most efficient and effective manner possible.  The rebel in me loves people willing to break rules in order to do a better job at something, asking forgiveness rather than permission.

9. Managers who give me a job to do and turn me loose to do it.  I have been blessed with more managers than not who have trusted me to get my work done without them breathing down my neck and trying to micromanage everything I do.  If I need help, I’ll ask for it.  Otherwise, they can know that all is well.  Check in with me every week or two to hold me accountable, but otherwise give me space and I’ll do you proud.  Those who understand that and give me that freedom get my best work.  Those who do not are now former managers.

10. Friendship.  I don’t have to be best friends with anyone at work, but I do like thinking of several as genuine friends – people with whom I would be glad to hang out outside of work from time to time.  That requires common interests, liking each other, and someone taking the initiative to get together outside of work occasionally.  There is much to be gained from simply going out for a meal together or joining in some fun activity just for the heck of it.

So there you have my top ten characteristics or behaviors I most appreciate in coworkers.  Some of my roles and teams have aligned better with those expectations than others.  I am incredibly fortunate to be on a stellar team now that lives up to all of these.

What about you?  What do you appreciate most in a coworker?

It Takes Vision, Plans, and Action

Posted: March 25, 2013 in Business Processes
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Dilbert Vision

dilbert.com/strips/comic/2004-04-17/

When I think of ambitious goals that I have seen or personally attempted in businesses I’ve worked at, it is easy to recall some that were successfully achieved and others that were not.  Of course, there are many factors that go into the success or failure of each individually, but I’d like to share some thoughts around the high-level components of any major endeavor and the business personnel implications of those components.

Vision.  Someone or some group of people needs to have and share a vision that others buy into.  If the company is to be more than it has been, if it is to make forward advances rather than maintain the status quo, then that vision needs to exist, be communicated, and willingly shared by those expected to implement the necessary actions to support the vision.

Some leaders are outstanding at this, sharing a vision and then providing high-level guidance, wisdom, and inspiration to keep the ship on the right path.  Others, unfortunately, may think they are good at this, fancying themselves as vision casters while the people lower in the org chart know it’s just a passing fancy most likely influenced by the latest book, article or conference to which the leader was exposed – one that will only be top of mind until another book, article or conference replaces it.  People in the trenches learn to not pay much attention to these types of pronouncements.

While those at the helm of organizations should be the primary sources of vision for their orgs, they should not discount the potential insights and contributions of others at any level of the org chart.  Being visionary is not limited to certain roles or pay scales.  Vision from others in the org need not compete with the large-scale vision for the whole enterprise.  It may relate only to a specific part of the business with which that employee has great familiarity.  As long as such smaller scale visions fit within the larger ones, they may be great assets to help move the enterprise forward.

Plans.  Some may not like me grouping strategy in with the plans section here, but I do that with the understanding that strategy refers to the high-level plans which must, of course, be broken down into far more detail for implementation.  How many times in different settings have we heard some grand vision proposed, only to never see it come anywhere close to fruition?  Why does that happen?  Perhaps because the vision was never translated into the necessary strategy and detail plans to make it happen.  Merely thinking about a direction we want to go (vision) doesn’t actually move the needle in that direction.  It takes plans and the people who are good at making those plans to take this vital step.

Action.  Finally, the plans have to be carried out.  They may or may not be executed exactly as originally planned, based on the ongoing evaluation process used to make adjustments and changes as needed, but it’s certain that the vision won’t become reality without people actually taking action to get it done.

It should be obvious that any major initiative in business needs the three components above.  Visions without plans die.  Plans without actions fail.  Actions that are not tied to plans made to implement the larger vision are wastes of time and resources.  That isn’t earth-shattering news.

However, there are personnel implications that we may need to remind ourselves of from time to time in light of the above components.  First, it will take a variety of people, skill sets, and personality types to fill all the roles required to formulate the vision, make the plans, and implement them.  Very few people are good at all three of the above.  Many enthusiastic entrepreneurs ultimately fail because they do not have and do not hire to account for the breadth of abilities it takes to handle everything from seeing the big picture to implementing the detail actions needed.  In a large organization, though, there is more likely a variety of people available to get the job done if they are properly positioned in the effort according to their passions and abilities.

It is tempting when hiring for an organization to hire others like ourselves.  After all, each of us thinks he/she is wonderful, right?  We might think, “How can I go wrong with adding more people like me?”  The truth, however, is that in addition to our strengths, we also have weaknesses whether we see them very clearly or not.  We’re really not good at everything individually, and it’s in our best interests as well as the organization’s for us to know where we need help.  We need people around us who are complementary (as in completing the knowledge and skills needed by a team) rather than just complimentary (as in paying us compliments).

If we do a good job at bringing on a variety of people to make up the right teams, then another challenge will quickly present itself – learning how to get along with a mix of others.  That takes people skills, some positive character traits, and a willingness to work together in spite of occasional differences.  It can be done with the right team.

When our team at work was looking to expand recently, we had to take time to consider where our gaps were, where we needed help, and what new roles fit within the overall vision of where we are going and our strategy for getting there.  I’m pleased to say that last week was the first week for our newest teammate to join us and next week we’ll welcome another addition to the team.  Those additions, along with shuffling some responsibilities between team members, will better position us to move forward the remainder of this year toward accomplishing the vision for our area, one that we know fits within the larger vision of the enterprise.

It isn’t enough in competitive business today to be mediocre, to remain the same, or to cruise along doing what you’ve always done just because that’s the way it’s always been done.  It takes vision, plans, and action to get from point A to point B in a desired time frame, and it takes the right mix of people all working well together to make the journey successful.

Do you know your company’s vision?  Do you know where you and your area fit within that vision?  Do you have a strategy and plans you can articulate to do your part?  Do you have the right team in place to get it done?

Lead So That Others Are Sad to See You Go

Posted: March 16, 2013 in Leadership
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Sad FaceMost of us have experienced a variety of leaders and managers in our lives.  If we’ve held several jobs, then we’ve run the gamut of supervisors from those who draw out the best in us to those who micromanage, deride, and suck all the life out of those reporting to them.  Outside of work scenarios, we have experienced varieties of leaders in government, church life and a host of volunteer organizations to which we belong.  Some of us have been in those leadership roles.

While reading the Old Testament book of 2 Chronicles a couple of weeks ago, I took note of the story of evil king Jehoram in 2 Chronicles 21:20 which states that “he departed with no one’s regrets.”  Some of the genealogies of such kings are matter-of-fact and absent any color commentary, but not this one.  This king was so awful that for all time it is recorded that when he died “he departed with no one’s regrets.”  Who wants to be a leader remembered that way?  Who wants to be a leader where other people are glad to see you leave?  Not me.

While the focus of leadership should not be getting others to like you, and it is possible that there will always be haters you will not win over for some reason, most people have a willingness to appreciate and follow good leadership.  We appreciate leadership that is visionary, honest, transparent, thoughtful, encouraging, insightful, enabling, and effective.  We do not appreciate leadership that is self-serving, derogatory, controlling, haphazard, unclear, and ineffective.  You can add qualities to each of these lists.

If you are a manager and you have no concern for what others think about you, then you are in the wrong business and you should do something else.  If you are a manager and you do care but you aren’t sure what others think of you, then seek out someone unafraid to tell you the truth and have a conversation.  You might ask the simple question, “If I left this role today, would most people be happy or sad to see me go?”  The answer may be very revealing.  I have lost managers in the past where colleagues were distraught at the change and mourned the loss, wondering how we would function without such a great person at the helm.  And I have lost other leadership where the result is an immediate sigh of relief and rejuvenation of hope within the ranks that we have endured the storm and maybe we can move forward now that the giant blockage has been removed from our path.

Of course, being a leader and a manager are two very different things and I do not use the terms synonymously.  Leaders are not necessarily in supervisory positions and managers are not necessary real leaders.  So whichever of the two fits you for purposes of this discussion, interpret my words accordingly.

I hope that in those leadership roles in my past, present and future, I have been and will continue to be the kind of person who others are sad to see go when the time comes.  I don’t ever want to be that leader who is clueless to the strife he is causing, ever charging forward over the corpses of the good people he is trampling along the way.

Whether you are officially in a management role, or voluntarily in some capacity of leadership, lead in such a way that others are sad to see you go.  That isn’t the goal of good leadership, but it is a reasonable consequence.

Wag More, Bark Less

Posted: February 23, 2013 in Communication
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image from localbadge.com

image from localbadge.com

Earlier this week I shared a book review of Seth Godin’s Tribes: We Need You to Lead Us as well as another post inspired by the book about leading from the bottom.  Today’s post has its genesis in one sentence found in the book where Godin lists his principles related to creating a movement.  His final principle is “Tearing others down is never as helpful to a movement as building your followers up” (p. 105).

That may seem obvious, but I’m sure it’s included because people often violate the principle.  How can we expect others to join us in accomplishing some task, making a change, joining a cause to make a difference, or simply doing our day-to-day work if we’re criticizing or complaining along the way?  Don’t we respond better in attitude and in performance when others are quick to praise and encourage rather than to tear us down?  Of course we do!

This principle reminds me of a few other maxims that are (or should be) a part of our language.  One is “You attract more flies with honey than with vinegar.”  This one is literally true when it comes to attracting me as well.  I love honey and consume some almost daily.  Vinegar?  I run from the stuff; can’t stand to smell it or be in the same room with it.  Building others up is honey.  Tearing them down is vinegar.  Be honey.

Perhaps one of my favorite sayings related to this thought comes from a bumper sticker I saw last year: “Wag more, bark less.”  A Google search on the phrase will yield many results, including more paraphernalia with the saying on it than you can afford to purchase.  As a dog lover and one who believes in being encouraging to others, this one sums up the notion quite well for me.

Take a moment to review in your mind the conversations you’ve had in the past 24 hours.  In those talks, were you figuratively more often wagging your tail or barking at the listener?  Were you building up or tearing down?  You may not have noticed at the time, but chances are good that the other person did.  As you think back on the conversations you had with coworkers this past week, with people you manage, with those living under your roof, or with others you spoke with along the way, did you do more wagging or barking?

If I approach a dog, I’m going to notice if he’s wagging or barking and it’s going to impact how I respond.  Same is true for people.

As you go about your conversations today, make it a point to wag more and bark less.  It will do as much good for you as it does for those around you.

Leading From the Bottom

Posted: February 20, 2013 in Leadership
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Org ChartIn yesterday’s post, I reviewed Seth Godin’s book Tribes: We Need You to Lead Us.  One point briefly mentioned in the review is the idea of leading from the bottom.  Today I want to explore that idea more.

When Godin first discusses the idea in his book, he tells the story of when he started full-time at Spinnaker at the age of 24.  He was charged with making software games out of science fiction stories.  Nobody reported to him – no programmers, no secretaries, no staff whatsoever.  What did he do?  He started a newsletter and distributed it twice a week throughout the company talking about the opportunities, the challenges, and the successes.  One by one, people voluntarily joined the cause – even on their own free time – to be a part of what was happening.  He led from the bottom and people joined him for the journey to the point of being wildly successful beyond what many thought possible with few resources allocated.

I think back to a couple of times in the past year when there were stories in the news that caused a grassroots reaction from others via social media.  There was the young 20-something lady who started a campaign against a major bank when they announced a jump in fees.  The movement caught on and in a matter of days the national bank reversed its decision.  That lady had no position of authority.  She had passion and a Facebook page.  Just this past week the Kentucky bourbon distillery Maker’s Mark had to change its recent decision to lower the alcohol content in its signature product after the public outcry regarding its plans to do so.  Opponents had no authority over the company other than as fans and customers, but that was enough.  They led from the bottom.

Looking around at people in my life, I see others who voluntarily take on mountains to climb because they care and because they think they can make a difference one day or one person at a time.  They don’t wait for permission.  They don’t sit back and say “I’m only one person; what can I do?”  They don’t get stuck in some endless period of analysis paralysis.  They begin one step at a time doing something, and others join them in the cause because others have been wanting the same thing, but needed a leader to forge the path.

One of the reasons my schedule stays full is due to the fact that I think we are put on this earth to make a difference, and that as long as we have life and breath we can and should be doing what we can to impact others in meaningful ways.  I believe that is true for you as well, although, you’ll have to decide what those ways are for yourself.

At work, I have nobody that reports to me.  I may never have direct reports at my company.  I’m fine with that.  I still know I have the opportunity to make a positive difference.  I can impact individuals and even the entire company regarding how we communicate internally.  Outside of work, I have several personal passions – mostly faith-related – that drive me to do things weekly because I think they are the right thing to do, and because the idea of just living for myself outside of work seems a waste and, in fact, offensive to me.  Nobody “reports” to me outside of work, either (except, perhaps, my dog), but I’m fine with that, too.  I can still live each day faithful to who I am called to be in confidence that it will be a life lived imperfectly, but genuinely for the One who gave it to me.

What passions do you have for change?  Where do you want to make a difference?  Whether you have any positional authority or not, whether anyone reports to you at work or outside of work, your passion and example of doing something to lead can be just the spark that others around you need to join your cause and to make a difference.

Don’t be afraid to lead from the bottom.

Book Review: “Tribes: We Need You to Lead Us” by Seth Godin

Posted: February 19, 2013 in Book Reviews
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TribesI finished re-reading Seth Godin’s Tribes: We Need You to Lead Us today.  It’s a book that is on my very short list of books worth re-reading now and again.  The point of this small 2008 book is that there are groups of people (a.k.a. tribes, followers) just waiting for someone to step up and take a leadership role to help make change happen.

The book is a bit hard to review on one hand because it has no table of contents, no chapter divisions, no index to easily go back and find a thought – only seemingly random section headings that have content under each heading for a few sentences or a few pages. Good luck on outlining the book.  Godin acknowledges that potential critique near the end of the book, and if he’s not worried about it, neither will I.  The focus should be on the content of the book, not the structure.

I have always had a soft spot in my heart for rebels – those willing to challenge the status quo and attempt to make change happen.  Godin refers to this person throughout the book as a heretic and encourages such behavior for all who see a different vision and aren’t afraid to try to make it come to pass.  ”Heretics are engaged, passionate, and more powerful and happier than everyone else” (p. 49).  Long live the heretic!

Tribes is filled with short stories of people – many of whom you have never heard – who made the decision to make a difference and then who started to lead others who shared the same passion down a path of affecting change.  Rebels and heretics will find nuggets of hope and strength in these stories, encouragement to go forward in their worlds and lead their tribes.

There are a few sections which lay out precisely Godin’s underlying thoughts and principles.  One is where he describes his thesis:

  • For the first time ever, everyone in an organization – not just the boss – is expected to lead.
  • The very structure of today’s workplace means that it’s easier than ever to change things and that individuals have more leverage than ever before.
  • The marketplace is rewarding organizations and individuals who change things and create remarkable products and services.
  • It’s engaging, thrilling, profitable, and fun.
  • Most of all, there is a tribe of fellow employees or customers or investors or believers or hobbyists or readers just waiting for you to connect them to one another and lead them where they want to go. (pp. 12-13)

Another meaty couple of pages list five things to do and six principles behind creating a micromovement:

Things to do:

  1. Publish a manifesto.
  2. Make it easy for your followers to connect with you.
  3. Make it easy for your followers to connect with one another.
  4. Realize that money is not the point of a movement.
  5. Track your progress. (pp. 103-104)

Principles:

  1. Transparency really is your only option.
  2. Your movement needs to be bigger than you.
  3. Movements that grow, thrive.
  4. Movements are made most clear when compared to the status quo or to movements that work to push the other direction.
  5. Exclude outsiders.
  6. Tearing others down is never as helpful to a movement as building your followers up. (pp. 104-105)

This review would be far too lengthy if I tried to write about all the notes I took and parts I underlined.  Besides the main points above, I’ll just mention a few more ideas that stand out to me…

“Skill and attitude are essential.  Authority is not.  In fact, authority can get in the way” (p. 20).  Too many people think they can’t lead because they do not have positional power and the accompanying authority that goes with it.  Malarkey!  You can lead from the bottom of an org chart any day.

“Organizations that destroy the status quo win” (p. 35).  I hear many companies talking about being “disruptive,” yet too many of them are still mired in old ways of thinking, stifling policies, outdated practices that lead to anything but disruption, and a culture of protection and control that inhibit and sometimes downright punish innovation.  These dinosaurs will die as others who actually walk the talk pass them by.  ”The organizations that need innovation the most are the ones that do the most to stop it from happening” (p. 113).

“The only thing holding you back is your own fear” (p. 44).  

“Change isn’t made by asking permission” (p. 70).  This thought goes hand in hand with another: “The easiest thing is to react.  The second easiest thing is to respond.  But the hardest thing is to initiate” (p. 86).  Heretics initiate change.

“When you hire amazing people and give them freedom, they do amazing stuff” (p. 98).  I work on a team like this and can vouch for its truth and source of energy and inspiration.

I do find it odd that Godin chooses not to engage a tribe, himself, on Twitter.  He has two accounts there – @SethGodin and @ThisIsSethsBlog.  The former account is a mere placeholder with no activity, reserved so that nobody else can claim it, while the latter tweets whenever there is new content on Godin’s blog.  It’s his choice, of course, to be involved or not in whatever technology platform he chooses, but it seems like a missed opportunity to not use Twitter to engage with a willing tribe of followers.  That choice does not, however, impact the truth and value of the book.  You’ll find his website at http://www.sethgodin.com.

If your goal is to manage, this book isn’t for you.  If you want to keep the current organizational machine functioning as smoothly as possible with little disruption, don’t bother reading it.  But if you have a goal to produce change – at work, in your community, in your neighborhood, in government, in your church or elsewhere – then read this physically small, 151-page book and take away some insights and inspiration to lead a tribe.  ”Do what you believe in.  Paint a picture of the future.  Go there.  People will follow” (p. 108).

One final thought… While reflecting on the book, the brief YouTube video of First Follower: Leadership Lessons from Dancing Guy came to mind.  I encourage you to watch it.

Book Review: “Buzzing Communities” by Richard Millington

Posted: January 16, 2013 in Book Reviews
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Buzzing CommunitiesI have long been a fan of Rich Millington and the excellent advice he dispenses daily from his blog at FeverBee.com.  For those involved with leading online communities, you need to go to FeverBee and subscribe to his updates.  You’ll benefit from the brief, insightful posts he publishes nearly every weekday.  I was extremely glad, therefore, when his book Buzzing Communities: How to Build Bigger, Better, and More Active Online Communities was published a few months ago.  I readily digested it upon arrival and am eager to share these thoughts with you about the contents of the book, why it’s important, and what specific actions it has already prompted me to take in order to be a more professional and effective community manager.

The book’s two parts and twelve chapters span nearly 300 pages and are devoted to the categories of “How to Manage Your Community” and “Everything You Need to Know About Your Members,” with the vast majority of space given to the former.  The part on managing your community includes nine chapters: Strategy; Growth; Content; Moderation; Influence and Relationships; Events and Activities; Business Integration; Return on Investment; and User Experience.  The second part includes: The Community Ecosystem; Competition – Existing Online Communities; The Audience – Demographics, Habits, and Psychographics; and a wrap-up on Community Management Success.

Online community management is a relatively new profession that still lacks much in the way of formal training, education, certification, standards, and proven, documented, and accepted best practices.  In such an environment, Millington’s book raises the bar and sets the standard for what community management is about and where it must go in the best interests of the communities served and the professionals who have responsibility for them.  Anyone whose role includes in whole or in part leading an online community will benefit from taking a slow, diligent walk through the book.

Usually, when I read a book, I underline some things as I go and absorb at an intellectual level the contents of what I read.  For this book, however, so many helpful ideas jumped off the page or sprung to mind while reading that the margins are filled with notes to myself with actions I need to take in my online communities in order to implement the concepts discussed.  Such ideas make this one of the most practical and helpful books I have read with immediate impact on how I do what I do every day.

One of the core ideas of the book is that “data is the single best asset you have to develop a thriving community.”  Millington is wonderfully relentless about the need to gather, analyze and make decisions based on data in order to grow and strengthen communities.  He is spot on correct when he states that too many community managers are “too reactive, too ad hoc, and too lacking in long-term strategy.”  They fail to use their data probably because they don’t gather the data needed to make the best decisions.  Some platforms are woefully limited in the data easily mined to help with this need, but even in those instances you’ll at least know what you’re missing by reading the book.  Be forewarned: If you read it, you will no longer be able to speak the lie that “It’s hard to measure the ROI of social.”

Unfortunately, I can relate all too well to the above shortcomings.  How much of my days have been spent reacting to the vocal minority instead of planning and improving things for the majority?  How many weeks pass with no progress on big-picture strategic paths because I have taken too many member complaint detours or spent too much time in the weeds to even notice how far off path we traveled?

The book provides ample specifics to guide community managers through the early planning of new communities through the day-to-day building of existing communities.  Millington’s insights apply both to internal and external communities of all types, sizes, ages and platforms.  I challenge any community manager to read it and not come away with a to-do list of things you can immediately do to help build your community.

Speaking of a to-do list, let me share with you some of the things from my to-do list having read the book.  Keep in mind that I am the community manager for a 23,000+ member internal community for a Fortune 100 company and also have responsibility for some of our external social platforms as well.

  • I changed the welcome email that I send to all new members by adding one specific thing they could go out to the community right then and do to get them involved immediately.
  • Since I lead a bi-weekly call of nearly 30 others in our company who have some level of responsibility related to community management, I’m taking one of the book’s chapters each call over 14 meetings to discuss the key ideas and insights from that chapter.
  • We have purchased a quantity of the books to put copies in the hands of community managers in-house.
  • I routinely do not open my email at work until I’ve been there 2-3 hours so that I can concentrate on getting important tasks done related to big-picture, long-term growth instead of allowing email to force me into a reactive mode.
  • I limit the amount of time I give to member complaints or the vocal minority daily.
  • My manager and I have been in conversation about adding a new analyst role to the team (in addition to the analyst role already planned) to assist with all the data-related needs.  Writing up the proposed job description and role justification is my next task on this matter.
  • I’ve made notes to do a number of additional things in the coming weeks, such as:
    • Schedule town halls with group admins to provide a forum for sharing success stories, best practices and advice about being a successful group admin;
    • Survey the community to gauge their sense of belonging;
    • Create a group for new members and populate it initially with helpful links and info, and then modify the welcome email again to invite members to join the group;
    • Schedule a monthly town hall for new members;
    • Solicit current members regarding their favorite platform or community tips to include in the weekly broadcast I send to all members;
    • Post a list of community volunteer opportunities since it isn’t possible or wise for me to try to do it all in the community.

You can see that I had many takeaways from the book.  I am certain that you will as well.  In fact, let me help you get started with this list:

If you’ve read the book already, or if you read it soon, please leave a comment below with your thoughts.  I’d love to hear your takeaways from it as well.

Leap Year Lesson #355: You’re Likely Being Fair if Both Sides Accuse You of Favoritism

Posted: December 20, 2012 in Justice
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Blind JusticeVery few days go by without someone complaining to me about something happening in our company’s internal social network.  Usually it’s about a specific discussion that someone takes offense at or because they think a rule or two have been broken that requires my intervention as community manager.  That goes with the territory of managing a community of 23,000 people that posts over 1,000 messages a day.  Given the activity level, the number of complaints is remarkably low.

An interesting phenomenon of late, however, is the complaint that suggests I don’t moderate political discussions fairly – that I allow people on the left (or on the right) to get away with more than the other side.  The funny part of that complaint is that I hear it from both sides.  The fact that both sides complain tells me I’m being as fair as I know how to be.

While there is some subjectivity to moderating online communities, there are also specific rules in place that I have communicated and that I follow.  The clear-cut rules when broken are the easy ones to enforce.  It’s the more subjective guideline such as showing respect to fellow employees that is up to interpretation and more challenging to enforce.  These are also the ones where people are more likely to disagree with my decisions.

I have no fantasy and no goal of trying to please everyone.  My goal is to do what I think is in the best interests of the community and the business.  As was mentioned by my manager earlier today at a team get-together, you have to develop a pretty thick skin as a community manager given all that comes at you.

If you are in a role that occasionally requires you to make a judgment between sides, then you know the situation I’m in.  Heck, even a parent of two kids knows that situation, much less anyone in a work-related role that calls for mediation between two parties.  As challenging as the role may be at times, there is some comfort in leap year lesson #355: You’re likely being fair if both sides accuse you of favoritism.

Leap Year Lesson #322: Be a Talent Magnet, Not an Empire Builder

Posted: November 18, 2012 in Leadership
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One of the characteristics of a multiplying type of leader according to Liz Wiseman’s book Multipliers is that they are talent magnets who gain a reputation of being the best people to work for.  According to Wiseman, “People flock to work for them knowing they will be fully utilized and developed to be ready for the next stage” (p. 63).  This contrasts with diminishing leaders who, instead, focus on building empires.  Diminishers “bring in great talent, but they underutilize it because they hoard resources and use them only for their own gain” (p. 63).

I’ve worked for empire builders and I’ve worked for talent magnets.  I didn’t stay with empire builders for long.

For my current employer, I’ve had the great fortune of working in my present and most recent previous role for talent magnets.  In fact, I approached each of them with the idea of joining their team in some proposed capacity that was not at the time a part of their plans.  They were talent magnets for me as I worked to convince them of the needed role and that I was the person for it.  In each case, first in 2009 and again in 2011, after several months of discussion and planning, roles were created for me.

Both of these managers and the departments they lead (or led in the past) have no lack of people wanting to join their teams.  As for our current social media team, we know that when we have positions open we have the luxury of looking for and bringing on nothing but the best because of the competition that exists for the openings.  Adding two more people soon should be quite fun and exciting for us (assuming all goes as expected in gaining approval for the roles).

I’ve heard it said many times that people come to a position because of the job, but they leave because of management.  I believe that is frequently true.  I have left roles for that reason.  How much better is it to be working for a leader who is a talent magnet and to work among the great talent that magnet attracts?

Leap year lesson #322 is Be a talent magnet, not an empire builder.

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