Posts Tagged ‘Management’

Thank It Forward

Posted: December 18, 2014 in Attitude
Tags: , , , , , , , , , , ,
0

thankitforwardWhen my professional colleagues at The Community Roundtable started posting their “Thank It Forward” posts recently, thereby recognizing three specific people or groups that have made a difference in their lives this year, I knew I wanted to do the same. So it’s taken me a while to think through it and come up with this post. My three who have had the greatest impact on me this year are from all parts of my life, so it’s an unlikely trio, but a meaningful one to me.

The first person I want to thank for his impact on me this year is my new pastor, Mark Williams. I cannot adequately express how thrilled I am to have this man as my pastor. He is a kind, loving, gracious soul who is profoundly committed to proclaiming the Word of God and calling others to a life of faithful service to Christ. He is wise far beyond his 31 years with a wisdom that can only come from the Spirit of God within. When he preaches, you know you are hearing the truth of the gospel. He is not out to impress others or dictate to others or to draw attention to himself. He is a servant of his Lord and an incredibly gifted and faithful proclaimer of truth.

It is important to me that I deeply respect my pastor. Life has been a bit out of whack in times past when there has been some tension between a pastor and me. That’s not a good situation and not one I care to repeat. I respect the role of pastor and want the relationship to reflect that respect. Mark makes it easy for me to do that because we are united around a common purpose and cause and desire. I would be quite content to learn from this man for the rest of my days on this earth. He makes me want to be a better person in general and a better Christian in particular. I know my own relationship with Christ ought to produce those same desires and it does, but it sure doesn’t hurt to have a key person in the flesh that draws you in that direction as well. I thank God for Mark Williams and look forward to his continued influence on me, our church and our community.

The second person I want to thank is my bride of 35.5 years, Linda. I don’t know anyone who works as hard as she does. While her role as kitchen hostess at church and self-employed caterer is officially part-time, she sure does seem to be going at one or the other full-time. And if she isn’t absorbed in those activities, she’s gardening or doing yard work or something else – anything but resting (which she really ought to do more of). Anyone who knows us can tell you how different we are. That has always been the case. In fact, we lost some college “friends” when we got engaged in 1978 for that very reason. They worried that we were so different that it would never work for us to be married and they simply could not and would not give their blessing to it. Well, 35.5 years later, I would beg to differ with their assessment. That doesn’t mean we always see eye-to-eye or have no issues, but we’ve learned to keep the main things the main things and not elevate minor differences to a loftier level of attention than they deserve.

I want to thank Linda for loving me all these years, for continuing to do the less-than-glamorous things that come with managing a home and family, for forgiving me when I have been self-absorbed or downright thoughtless or mean or stupid, for being an absolute rock of faithfulness and consistency for the entire time I have known her from my sophomore year of college through the present, and for being the mother of our two sons and grandmother to the newest generation of Rosses. I cannot imagine life without her, and I am thankful now and forever for her.

The third person I want to call out in my #thankitforward this year is my manager at Humana, Lewis Bertolucci. Lewis took a chance in late 2011 by adding me to his Enterprise Social Media team at work when there were not originally plans to have that team own the internal social media function I manage so much as the external, customer-focused media. Lewis is a remarkable person who knows more about the field than I ever will. He can’t possibly sleep much and still juggle all the things he has his hands in. It’s no wonder he was included in a recent list of the top 100 digital marketing experts. Don’t even think about trying to match his Klout score!

There are so many things I appreciate about Lewis as my manager. He is open and honest and I can discuss whatever I need to discuss with him. He trusts me to do my work and has no inclination to micromanage me or others. He is funny and creative and will blindside you with a funny photoshopped picture or JibJab video and seems to have funny animated GIFs ready for all occasions to throw into online discussions. He keeps his cool in the midst of what I know are very stressful, demanding days at work. He thinks of others more than he thinks of himself. He can write out the best, thoughtful, reasoned response to situations where others would be tempted to respond quickly and emotionally. He gives wise counsel that others (including me) would do well to heed. He is supportive and encouraging to his team. And as is shown by the expanded role he offered me in August this year, he is eager to see those he supervises grow into their potential, even when that means they leave the team for other roles as some did in 2013. Like my pastor mentioned above who is in his early 30s, Lewis is also wise beyond his years and has earned the deep respect I have for him as a person and as a manager. I am fortunate to have him and hope to learn from him for many years to come.

So there you have the three people from different areas of my life who I am most thankful for in 2014.

I won’t end this post, though, without also recognizing the one professional organization that has also been very significant for me this year as well – The Community Roundtable. I have enjoyed being a member of this organization of online community professionals for several years, but this year the connection stepped up a notch when they graciously agreed to take over the reins of the weekly Twitter chat #ESNchat which I started in 2013. They are doing a great job with the chat and will continue to innovate and do things with it that I as an individual could never do. I am deeply appreciative of their willingness to do this. I know the work involved in making it successful and worthwhile week after week. It is no small task. Thank you, Hillary Boucher, Rachel Happe, Shannon Abram, Jim Storer and all the wonderful people at TheCR! You do amazing work that is very much appreciated by many.

What about you? For whom would you #thankitforward for their impact on you in 2014?

A Simple Case For Community Management

Posted: November 9, 2013 in Community Management
Tags: , , , , ,
0

Construction SiteAs online communities continue to grow in number and usage, the professional role of community manager is also growing in prominence as a valued position that can, frankly, make or break a community. Of course, I’m biased from my perch as a community manager for the past 3.5 years for my company’s enterprise social network and a few external communities. Still, one of the key lessons I’ve learned in my role is the necessity of having the right person at the helm who understands communities – especially online communities – and who has the passion, training, knowledge, judgment and evolving experience to know what needs to be done, and who has the leeway to act accordingly.

Others have written great articles about the many hats community managers wear, the mind of the community manager, and qualities effective community managers must have. There are a host of phenomenal online resources related to community management such as Rich Millington’s Feverbee.com, Tim McDonald’s My Community Manager and others. In this post I want to make a simple point that will be self-evident to other community managers but not always so obvious to others.

First, a little background…

Our Enterprise Social Media Team at work has had a couple of open positions for a few months for various social media roles, one of which is for a community manager. We have no shortage of people applying for the roles. In fact, back in the spring of this year when we posted for an open position we had over 200 applicants. However, the number of people worth talking with and interviewing from among those applicants was in the single digits. Why? Nearly everyone thought that because they used social media to some extent in their personal lives, they were therefore qualified to be a community manager.

Let me state this as clearly as I know how: The fact that you use social media personally does not qualify you to be a community manager.

Billions of people on earth use social media. There are not billions of qualified community managers out there. Anyone can be a part of an online community, but using one and building one are two very different things. Using one and managing one are light years apart in skill sets and mindset.

Imagine that you are in the automotive industry. You are about to hire various people to do the best job possible designing and building your next great car model. How successful will you be if your criterion for hiring is that the person has used a car before? Using and designing are not the same. Using and building are not the same. While you may (and should) care about and consider input from everyday users throughout the process, the ones with the ultimate responsibility and authority to design and build the model will surely be limited to those trained in, passionate about, and experienced with that aspect of the process.

Another example… You’re a business owner and you want to create or greatly improve your company’s website. To whom will you go for advice on what is possible and effective? Hopefully, you’ll go to those who are experienced in website design, marketing, user experience and any other aspects specific to your purpose for the site. You won’t consider going, for example, to your neighbor next door because he’s used a lot of websites before. It won’t enter your mind to have your social media-addicted family member create your business website just because she is online all the time. Using and designing are not the same. Using and building are not the same. Using and managing are not the same.

The analogies could continue: You would not, for example, leave the construction of a major business complex to those who have merely worked in offices before. You would not entrust the creation of a fine, multi-course meal for your wedding guests to a few friends who like to eat. You would not eagerly wear clothes made by people who like clothes but who have no experience in sewing or working with various fabrics and materials. Why, then, do so many businesses use such failed logic when it comes to community management?

I heard someone proudly mention recently that in her company those who have responsibility for their enterprise social network have “real roles” – meaning other full-time jobs and that nobody has the title or responsibility of community manager. I’m sorry to hear that. I’m sorry that the company proud of that situation doesn’t understand the value a community manager uniquely brings to the table. I’m sorry that the company is not getting the most possible out of their internal community due to the absence of passionate, qualified community managers. It’s great that they have some enthusiastic users, but I’m sorry that the company doesn’t grasp the difference between using and building or managing. I wonder how much the company and its employees are missing out on?

My simple case for community management is this: It takes special skills and qualities to design, build and manage online communities, and merely having used one or more before doesn’t quality anyone for the role. If we understand that there is a difference in building, using and managing other areas of life from cars to websites, then it’s time we recognize that the same holds true in building, using and managing online communities. We need specific community manager roles to exist and we need training and professional development paths and opportunities appropriate for the role expectations so that those interested in the profession have a legitimate opportunity to break into the field and to succeed in the role.

When it comes to building, using and managing online communities, the typical community participants do one of those three things really well – they use the platform to connect with others. That is why they are there. They are, of course, vital because without them the communities would not exist. They are the reason we community managers do what we do.

The best community managers, however, know how to do all three – build, use and manage.

Your online community – whether internal for your employees or external for the public – needs at least one dedicated, trained, community manager.

(Mis)management by Fire Drill

Posted: October 6, 2013 in Management
Tags: , ,
0

FireAlarmWhat is the purpose of management in a business? Is it not to manage people, processes and resources in a way that accomplishes the objectives of a business in the most effective, efficient and successful manner possible? If that is the case, then why is it so typical to see managers at various levels of organizations perpetuate the poor management practice of managing (or mismanaging) by fire drill?

You know what I’m talking about. Instead of having a sound strategy, a plan in place to execute on that plan, and focused attention on tactics that accomplish the goals along the way, each day seems to be one chaotic episode after another. Workers may be given an assignment one day, aware of what is said regarding a long-term strategy and goals, yet their day-to-day efforts are constantly disrupted by management demanding all hands on deck to handle the latest “emergency” – management by fire drill which is, of course, mismanagement.

Anyone in business knows that there are legitimate, occasional emergencies that arise which demand immediate attention. In such instances, it is necessary and understandable that people drop what they are working on and handle the situation, returning to the normal effort and focus as soon as possible. It is essential, though, that such occasions be few and far between if a business is to be more proactive than reactive.

Unfortunately, there seem to be some in management who spend more of their days generating and/or passing down fire drills than actually managing in a thoughtful, sound, helpful manner. Why is that? Maybe they’re just passing down what has been handed to them from “mismanagers” above them. Maybe they’re short-sighted and can’t think or plan beyond the immediate, pressing matter. Maybe they’ve never been trained in sound management practices. Maybe they’re examples of the Peter Principle and have risen to the level of their incompetence. Regardless of the reason, the practice is not only disruptive and ineffective in the long term, it’s extremely damaging to the employees whose work is an endless sequence of fire drills.

Think about the heavy toll living in constant fire drill mode has on employees:

  • It prevents accomplishment of the broader objectives they are hired to accomplish.
  • Stress levels are kept at unsustainable, high levels.
  • Employee engagement suffers as dissatisfaction with circumstances rises.
  • Burnout contributes to higher-than-necessary turnover.
  • The emotional impact negatively affects overall personal well-being and, therefore, the health of departments and the organization as a whole.
  • Relationships suffer between employees and management as lack of respect and distrust become commonplace.
  • The company loses its potential greatest ambassadors – its employees.

You may think of additional consequences of fire drill mismanagement I failed to include above.

So what needs to be done about such management practices? That depends on the source of the problem. If the practice is modeled consistently from those at the very top of the organization, then it’s likely that only a change in senior leadership will open the door to cultural change. If the source of the fire drills is a little lower down the org chart, then change must be encouraged from above, beside and below the source of the problem. Better management can be modeled by others. Management training can be offered. Accountability measures can be put in place by leaders who understand the importance of managing properly. Employees may feel safe enough to approach such managers with concerns, but in the absence of such security, perhaps they can risk expressing their concerns to those managers’ superiors. That last one is risky for the employee, but so is allowing the situation to continue unchanged and unchallenged.

The goal ought to be improved management practices – not taking the easier, quicker way of removing the mismanagers or leaving too quickly if you are one of the impacted employees. Of course, both of those options need to remain on the table and may be the necessary option of last resort.

Management isn’t easy. Nobody is perfect. There is always room for improvement in any employee at any level of a company, including managers. But we must not allow to continue the toxic mismanagement practice of one fire drill after another. Businesses can do better than that, and they must if they are to accomplish their reasons for being and if they are to retain healthy, engaged employees.

What are your thoughts and experiences on the matter?

Go-Getters vs. Go-Givers

Posted: September 3, 2013 in Leadership
Tags: , , , , , ,
0

The Go-GiverOne of the entities I follow on Twitter is @TalentCulture, a source of helpful information across topics such as leadership, talent management, human resources, the social workplace, and HR technology. Between their tweets, tweet chats, radio show, and other web resources, you can find a lot of quality information and interaction with others who share such interests. It is one specific train of thought in a series of recent tweets from @TalentCulture that sparks this blog post.

How many times have you heard of someone positively described as a go-getter? The term is generally used to praise someone who takes initiative, who gets things done, who does more than what is expected, who doesn’t let obstacles stand in the way of achieving some goal, etc. That is why I was a bit surprised earlier this week to see a series of tweets distinguishing a “go-getter” from a “go-giver” with the more positive slant going in favor of the go-giver.

What is the difference between the two? The tweets from the past few days will help distinguish between them.

Some of the characteristics of go-getters according to @TalentCulture tweets on September 1-2 include:

  • people of action;
  • egocentric;
  • get things done;
  • more competitive and inward looking;
  • tend to usurp;
  • most have only one speed and agenda – themselves;
  • goal driven and will not deviate from that;
  • need to know what’s in it for them;
  • the players with the puck/ball and their sight on the goal.

Conversely, go-givers were described in these ways:

  • focus on bringing value to others;
  • seek personal success while benefiting colleagues;
  • tend to be servant leaders;
  • elevate the achievement of others;
  • community-centric;
  • think of the team before themselves;
  • focus on empowering others.

There is a definite difference between the two according to the people who shared the above descriptions.

A few other tweets worth noting include:

  • “Without go-givers, there would be nothing for go-getters to take.”
  • “If I help you ‘go-get’ what you need then I have become a ‘go-giver.'”
  • “It’s completely possible to be a go-getter and still be focused on others.” (Does this view mesh very well with the others above? Do you agree with the claim?)

As someone who has positively identified himself as a go-getter for most of life, I admit it is hard for me to wrap my head around this distinction. It is difficult to see being a go-getter in a more negative light when I know, for example, that I demonstrate daily a concern for others and willingness to give in order to help them achieve their goals while also being very goal oriented and driven to accomplish more than others expect from me. Perhaps I’ll have to read the book and chew on this idea a little more to determine where I stand on the matter. At least the potential distinction is now in mind and I can better analyze my motives and behavior.

What do you think? How does this distinction between a go-getter and a go-giver resonate with you? Which one are you, or do you think you’re a mixture of both? How do you see the distinction playing out among members of your team at work, or even in your household or other organizations you may be a part of? Let me know in a comment.

For more info about the idea of being a go-giver, go to thegogiver.com and the #tchat recap. You’ll find the book on Amazon if you’re interested.

Work Isn’t Family, Nor Should It Be

Posted: August 13, 2013 in Relationships
Tags: , , , , , ,
7

WorkIsnotFamilyYou may have heard a business owner or manager at times say something to the effect of “We’re a family here” when referring to the relationships among employees.  I can’t recall the last time I heard it (thankfully), but I know that I have in years past.  I confess, though, that it simply doesn’t ring true in any business I’ve ever been a part of except the one that my wife and I ran out of our home for a number of years.  I recall hearing such comments and thinking to myself, “No, this isn’t family – only family is family,” yet everyone heard the sentiment, smiled or nodded and went on their way, probably thinking like I did that such sentiment was wishful thinking on the part of management.

For several years, my current company used the Gallup Q12 survey to measure employee engagement.  Many employees shook their head unsure what to do with the survey item “I have a best friend at work.”  While many may have been able to answer affirmatively, many others were befuddled by it and felt nothing wrong with truthfully answering negatively to the item.  They didn’t expect to have a best friend at work.

Except for family-owned businesses that really are made up of relatives, let me say clearly that groups of employees in businesses are not family nor should they feel like they ought to be.  Work relationships may well include some very dear people that become friends for life, but most coworkers – especially in a large business – are colleagues with whom you will never communicate again once you leave that place of business.

And that’s OK.

My company has nearly 50,000 employees.  Is that a family?  No.  It’s a workforce.  I do not know and will never know individually most of my fellow employees.  I know well and thoroughly enjoy the friendship of my closest colleagues.  I have many good working relationships across numerous departments and locations, but the only family I have at work is my youngest son, Jason, who happens to also work for the same company.

The word “family” is special.  It is reserved for those few who are united forever with me because we are, indeed, relatives.  As a Christian, I am also comfortable using the term to refer to the larger body of believers in my family of faith with whom I expect to share eternity.  To use the term “family,” however, for environments where the focus is something as mundane as a temporary career which could change by choice or force in a moment is to cheapen the meaning of the term.

This is not to say that work is not important – far from it.  Many of us spend more waking hours at work with our colleagues than we do at home with our real family.  Having good relationships at work helps make the experience more meaningful and fulfilling and should be a goal of every employee.  Frankly, though, I am quite fine with trying to have a well-oiled machine at work made up of professional colleagues who strive together toward the same goals and who show professionalism and emotional maturity along the way.  That is what the business employs us to do – not to be best buds along the way.

Managers and leaders, please think twice the next time you are tempted to say in a talk or email or elsewhere that your business is a family.  The hearers may not openly disagree with you, but they will probably not believe you, either.  Just work on getting everyone moving in the same direction, working toward the same goals, demonstrating the same core values, showing emotional maturity and professionalism in whatever they do, and you will be doing what the business is intended to do.  Leave the term “family” for that one-of-a-kind institution that we come home to after work.

Older Entries