Intentions, not habits, make parades


[tweetmeme source=”JanineMoon” only_single=false]Spent part of the morning at the Upper Arlington (UA) Fourth of July parade: it’s an annual staple and the biggest non-commercial parade in the U.S. (or at least it used to be) My daughter and I have walked 3 blocks to the parade route every year for 21 years, and sat on the same corner: Northwest Boulevard and Barrington Road.

UA Golden Bear

Some things surrounding this event are so familiar: timbits from Tim Horton’s before we go; chairs on the same street corners, set out at least 2 days before; little American flags distributed by Boy Scouts before the parade; the tattered-looking fife and drummers leading the parade; everyone standing as the American flags pass by; veterans of every war since WWII riding in vehicles driven by younger vets; class reunion groups on flatbed trucks; neighborhood floats; the huge UA “golden bear” pulled and turned by Civic Association members; and bands, bicycles, Shriner’s cars, and an OSU Alumni TBDBITL. Such makes the Fourth a celebration at home. It’s comfortable, easy and–for my family–what makes the day an event. It’s become our habit to attend.

Habits are familiar; are they intentional?

While the Fourth comes around each year, the floats, bands and other entries take a special effort and don’t come around without considerable effort. Someone–likely many–make the decision and special effort each year to be part of the parade. My point is that it’s a conscious decision. The “date” is the familiar, the automatic; the “parade” and the resulting celebration is the intentional.

So much of life and especially work is like that–work weeks come around one day at a time–and we go, habitually and timely but with little or no intention. We put in the time, do what we must and then leave–only to do the same tomorrow. Wouldn’t it be cool if there were more celebration–every day?


To whose drummer do you march?

So which part of your (work) day belongs to the drummer in you? When do you do those things that tap your talents, that make you proud of the work you do? How do you ensure that at least some of every day you intentionally use your talents? That you contribute your best that day because you’re using the strengths you’ve developed and honed? This takes intention.

Or, are you marching to a drummer with a beat you don’t recognize? So you can pay the bills at the expense of your pride, satisfaction and efficacy? This takes habit.

Satisfy both

Contrary to much popular belief, you don’t need to give up one for the other. You can earn a living while doing work you love–that is, work that uses your talents–when you approach it intentionally.

The intentional part takes some work, too. It won’t happen when you wait around for your manager to recognize the great job you’re doing and promote you out of the department. It won’t happen when you wait for someone to give you a career path. It won’t happen by staying low so no one will notice you during times of “expense control.”

It does happen when you stay alert to changes in your organization’s strategies. It happens when you volunteer for projects where you can learn new things. It happens when you approach an experienced colleague who can show you some new ropes. It happens when you try something different with a customer that works better than the old way. It happens when you become responsible for being intentional.

So when will you choose to lead the parade?

4 Baby Steps Toward Security


As I read two articles in Sunday’s paper with bleak news for job seekers, I found myself thinking once again about how fortunate I am to be in charge of my own career direction. I made the leap to self-employment a bit ahead of the curve (1997), and even with all its challenges, I never worry about someone else running my business. Or making decisions for me. Or going in to work on a Monday morning to be met with a pink slip. Or living in fear that one might be there next week.

What's your value?

Can you state your value?

Over the years I learned–often the hard way–that I needed to be very clear with statements of my value. My business is intangible and some still mislabel the content “soft skills.” [As though anything about relationships could be anything other than hard!] But value can always be measured, sometimes in the words of clients or sometimes in the visible results.

I learned that a paycheck doesn’t automatically appear every other Friday unless I focus on the Important rather than the Urgent. The discipline needed to put the big rocks in first came in a series of difficult lessons; and I’m not really sure I’m done learning!

I learned that marketing myself and my services never really stops; I can take a break, if I choose, but business follows only when potential clients hear my messages. And the clients are there; it’s just up to me to find them and be consistent in messaging.

I learned that I had a lot to learn and that I had to stay ahead or fall behind.

Navigating changes

Navigating changes

And in any business environment, customers always have choices. So staying ahead rather than “resting on laurels” always kept me intrigued with new approaches and new ideas. So I tried new ways of doing things that I might not have been certain of—learning from thought leaders’ and the success of others.

As I learned these lessons (and I’m not done yet!) I saw results that gave me confidence to move forward and try again, try something a bit different, and build on even small developments. I moved ahead a step at a time over the last dozen years. The small steps add up, and it’s important to just start.

Hungering for security?

Take these same 4 baby steps, especially if you’re in an organization and want to stay, or if you’re going after your next position. Each one will work to your advantage, and you can begin today.

1. What’s your value?

Define it, describe it, get clear on it and start talking about it. Letting others know your value isn’t bragging, it’s educating them about how you contribute. Strategic organizations keep people who contribute. Managers depend upon performers who contribute because they know you can be counted on. Learn how to talk about your value in the language of the listener, so there’s no question that you belong. Action item: take 20 minutes and write 5 statements of your value. If you get stuck, ask your coach or trusted peer. Put at least 2 of them in your conversations this week.

2. Work on Important first.

If you’re searching for a position, it’s easy to kid yourself into thinking that lots of activity is effective, especially if it entails sitting at a desk cranking out paper–just like you’re used to doing in the office. rocksThe Important stuff is usually the hard stuff; in this case, it’s maintaining your network contacts. If you have an office and want to keep it, then prioritize your tasks based upon the organization’s priorities. Save your emails for after 5 o’clock…if they’re that important, you’ll get a call. Action item: re-prioritize your work activities, putting the hardest ones on top. Stay focused on the Important tasks, even if you’re tempted by other people’s urgencies.

3. Be aware of your customer messages: make them count.

Even if you’re not in direct contact with external customers, you have internal ones. Every word you speak, every facial expression and gesture you make, every note you send is plainly marked with one of two messages: ‘I’m glad to be of service;’ or ‘I’m doing this because I’m supposed to.’ Every contact you have is important, so put a smile in your voice and become intent on serving your current, potential, new or returning customers. Action item: Select 3 ‘customers’ today who you can serve: perhaps another job seeker; a co-worker to whom you can offer assistance before s/he asks; or a member at your service club lunch who needs cheering or encouragement.

4. Keep on learning!

Whatever you’re doing, there’s something new to learn. And if you’re not doing what you love, there’s lots new to try! Take responsibility for your own learning, for staying or getting up to speed in your industry, profession or skill sets. Check out community college, continuing education offerings and professional association seminars; and identify mentors who can give you informal opportunities to learn. Define new competencies that can help you take on new and challenging responsibilities, then arrange to master them. Action item: Determine one new area you would like to learn about and find two people who have expertise. Ask at least one of them to be your mentor and get you started.

4 small baby steps!

4 small baby steps!


Your challenge: 4 baby steps

Wherever you are, whatever your work, you will be stronger and more secure in your being by taking these 4 steps and beginning today. Each is a small but significant one toward taking responsibility for your own career direction and stability. Whether you work for a larger organization or a smaller business or you’re looking for your best work fit, your future really is yours to ensure. “Cradle to grave” security begins with these smallest of steps.

Taylorism: alive & well in corporate America


Maybe you remember reading–in one of your Introduction to Organizations texts–about Frederick Taylor and his focus on productivity. And even if you don’t, you may recognize his management theories as alive and well in your workplace today!

Taylor’s life work was productivity studies, his beginnings at Bethlehem Steel. Among his first jobs was designing a more efficient shovel.

Taylor's productivity study

Taylor's productivity study

By measuring pounds per shovelful and total daily pounds shoveled, he determined that a shovel designed to hold 21.5 pounds was exactly right to keep the men working efficiently all day. His redesigned shovel allowed the company to reduce it’s coal shovelers from 500 to 140, an early 20th century version of “doing more with less.”

Taylor went further than just shovel redesign; he also applied the same approach to the people who used the shovels. He called his approach “Scientific Management,” and managers (who found the human side of productivity improvement highly resistant) jumped on Taylor’s approach and roamed factory floors armed with clipboards and stop watches, in the interests of hightened productivity.

So it was Taylor’s work that redefined the role of a manager: it was the manager who became the “brains” in an organization, determining how everything would be done. The results? The more the manager did, the less workers had to do. Workers became like robots; managers made decisions and were in charge. Without having to think, workers’ jobs became brainless and closer supervision was required to make sure that slackers didn’t get away with it! Taylor, intent on machine-like productivity, actually said “I care not a whit for the thinking of the working man.” While his work dates to the early 1900s, Taylor’s Scientific Management is alive and well in organizations today.

Ineffective management tools

Ineffective management tools

Managers love the alpha status and don’t want to give it up.

Even when it doesn’t work, and especially when it does more harm than good…like in the current non-Industrial non-machine economy.

Behavioral and neuroscientists have overwhelmingly shown the ineffectiveness of typical management behaviors. Giving feedback in the same old way is not productive, and providing rewards and punishment is counterintuitive to the way the human mind works. Managers who provide rewards and corrective action are automatically putting workers in a subordinate role. Our minds rebel and see this as control and manipulation. The more responsibility a manager has, the less employees take on. As long as what is considered to be motivation comes from the outside, it will be counter-productive…because we literally have minds of our own.

So managers who do less managing and who increase their expectations and support of workers are the ones who will get the best results. Rather than telling, a manager needs to do more asking. Rather than exerting control, a manager must engage the employee in taking responsibility.

Partnership = Responsibility

Partnership = Responsibility

How? By asking questions and supporting the expectation that the employee is a partner in the business. Not a subordinate to be coddled or pulled along like a rebellious adolescent, but a partner expected to hold up his/her part of the business by achieving objectives that contribute to and align with the organization’s direction.

As a manager, you can diminish the Taylorisms you practice by:

1. providing information consistently and in a number of ways to connect employees with the business of the organization: strategic direction, financial indicators, business lines, what competitors are doing, etc. The more workers understand the business and its direction, the more they can define their own contributions.

2. knowing how they contribute to a greater good enables workers to step up to the intrinsic desire to belong. Querying (rather than telling) workers to set their objectives, their productivity and quality metrics, and their customer service practices enables workers to make an emotional commitment to their work, to their customers, to the business.

3. asking workers to assess themselves and their work: how they are meeting metrics and objectives; how they make mid-course corrections; how they improve their own sub-par performance; how they support team members in achieving goals and customer needs.

4. providing objective sources of feedback, such as business indicators that make it very plain whether employee efforts are moving the business forward or back. If the business is successfully meeting its goals, then employee efforts are recognized through these measures, customer surveys and even peer reviews.

Tapping in to the “brains” in your organization is not difficult, but it is different than “traditional” management practices. Interactive practices that build relationships and responsibilities are the only way to engage the head and heart and hands of workers in an economy that requires all these things for an organization’s success.

Why not shift your management approach and let me know how it goes?

Does the world owe you a living?


Last week a 27-year old graduate of Monroe College in New York sued the college because in the three months following graduation she had not found a job. Her suit alleges that for $70,000 in tuition, the school’s responsibility is to find her a position. The young woman (whose name I refuse to mention, thus possibly extending her 15 minutes of fame) is angry about her position, especially since her student loans will be coming due. She is in no position to pay on them, and so her family will have to take on the additional burden. (Find the story: http://tinyurl.com/mxh3v4)

Her position on the college’s responsibility: “They have not tried hard enough to help me.” The college’s position: “[we pride ourselves] on the excellent career-development support that we provide to each of our students.”

Sounds to me like a gross miscommunication around the concept of personal responsibility–and by everyone who has been part of this 27-year old’s long, long adolescence!

Expecting a handout?

expecting a handout?

It apparently takes a “crash and burn” event to separate many people from their “entitled” view of the world. Guess the folks at Enron were just doing what they were told, and didn’t have any responsibility in their loss of retirement dollars. Guess the people who hate their jobs don’t have a choice but to stay…have to pay the bills somehow, right? Guess those who are “victims” of this current recession are just that, with no responsibility for their ill-prepared out-of-work status. Guess the “older workers” who aren’t valued in the current workplace are just disrespected for all their Industrial Age experience. And, apparently, the younger workers coming out of college are just not responsible for finding their own jobs–they are entitled to one as an result of the money they spent on the degree they received.

How does this thinking happen?

What happened to the idea of earning what you get? Of taking responsibility to use your talents, abilities and resources (a college degree falls into this last category) to get a job or move in a new career direction? Of being completely responsible for the outcomes in your life?

The young graduate who is suing her college apparently doesn’t know about the ‘personal responsibility’ part of life. [And, whose fault is this? When does it become hers?] And while many readers may see this story and say, “How ridiculous…I would never do that!”, their comments on their current work or economic status would belie this.

Are individuals responsible for having a job or not? Are you responsible for paying enough attention to see that your industry or organization must dance to a different tune, that of a global economy or tightening market? Are you responsible for paying enough attention to make sure that you can dance to that tune…even when it entails taking dancing lessons? And you need to pay for them yourself?

Swimming in your best direction

Swimming in your best direction

I believe individuals do have this responsibility, but when was the last time you heard someone say…I should have been ready for this downturn by sharpening my skills? I should have been ready by continuing to build and take care of my network? I should have been ready by learning which industries are growing and which are dying? Or even, I should have seen this coming?

It’s much more likely that you’ve heard someone say: “they” just called me in, and let me go; or “they” don’t appreciate the last 20 years I gave them; or “they” didn’t give me any training to upgrade my skills; or even “they” just don’t care about the little guy!

Here’s what responsibility looks like.

A few weeks ago, when taking a shuttle from my hotel to the Phoenix airport, the driver asked what I spoke about (I was heading home from the National Speakers Association convention). When I replied “workforce change and development,” he began telling me about his transition 8 years ago from manufacturing employee to franchise owner. Employed by Motorola, he was downsized and in his own words said that he “should have seen it coming.”

John Maelstrom, that Super Shuttle owner, decided to deal with the set-back and find work that works for him. He went into business for himself and now has two employees. He is a great example of resilience in the face of change, of someone with a sense of responsibility that defines his character.

Why not take just a few minutes right now and test your own sense of entitlement: Does your employer owe you your job?

If yes, what kind of guarantee do you have? How sure are you?

If not, what are you doing to be sure that you’re ready and responsible for your own livelihood? When you get to this answer, and don’t know where to start–drop me an email or give me a call. I can help you learn to trust yourself and move toward a true security, one you make yourself.

PS: when you’re in Phoenix and need a ride, call Super Shuttle, 602.244-9000 and ask for John by name.