Difficult conversations and delivering a negative message remain a challenge for many new leaders and this one is no exception. To this day, my previous post on managing conflict remains one of the most viewed posts on this site. Clearly the disconnect in training and execution is evident, but it doesn’t alleviate the fact that managers are continually seeking guidance in this area.

Thanks to a tip from a friend (@JonBuehner) and the insight of author/executive coach Kevin Daley, the following is an abbreviated version of a four-part plan on how to deliver bad news to a group.  Kevin is clearly spot on in stating,

“No matter how skillfully you announce bad news, it’s likely to cause anxiety, result in at least a temporary drop in productivity, and prompt some of your valued employees to look for work elsewhere.”

So, how can you deliver bad news in a way that minimizes the damage?

1. Do it as soon as possible. Bad news travels faster than a space shuttle. Until an official announcement is made, there will be wild speculation by your employees. Head off the rumors quickly. Speaking up asap will let you define exactly what’s happening and accurately describe its implications. At the same time, you’ll earn points by showing that you’re in charge and are being forthright.

2. Speak candidly. Tell the employees everything that can be told. If you don’t yet know the full extent of the impending change, say so. If time goes by and there’s nothing new to announce, say there isn’t any new news, so you avoid creating an anxiety-feeding information vacuum.

3. Give them the big picture. Begin the presentation by giving context — but do it quickly. Too much background up front can make you look insecure about getting to the bad news itself. If you played a part in what went wrong, or took part in a decision that will be painful for the employees to hear, admit it.

4. Plan for questions. An otherwise excellent presentation can be undermined with an awkward handling of the Q&A. Anticipate the questions you’re likely to be asked and be ready for them with concise and credible answers. Adapt them for the particular audience you’re addressing.

For the complete background of his plan, visit Kevin’s column on the Harvard Business Blog.

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This week I was intrigued to learn of a new website designed to assist and empower those with entrepreneurial spirit.  The aptly named LaunchYourLine.com, launched today, aimed at walking entrepreneurs through every step of the process from incorporation, to writing business and marketing plans, to finding manufacturers, and finally distributing the final product.  In essence it is a platform that connects the inspiration with resources, all at no cost to the entrepreneur.

The company’s press release provides a little more clarity as to its rationale;

LaunchYourLine.com CEO Ruben Navarette first developed the idea for the website when his sister approached him about wanting to start her own line of cosmetics. “I had started a few businesses before and knew what it took to launch a line of products,” Navarette said. “But as I began figuring out what it would take to help my sister make her dream possible, I realized the process could be very complicated and overwhelming to someone who had never done this.”

Throughout his year-long research, Navarette took meticulous notes on every step of the process and began thinking about a way he could simplify the process not only for his sister but also for other entrepreneurs who might be interested in launching their own line. “I thought if someone could create something on the web, it would be able to help many more people do this on a massive scale,” Navarette said.

The result? LaunchYourLine.com, a free website that walks entrepreneurs through every step of the process from incorporating to marketing to writing business plans to finding a manufacturer and a distributor.

To learn more, check out their “How it Works” page. It will be interesting to see how well the site catches on, but from my vantage point, anything that enables innovation and supports turning ideas into action, is a step in the right direction.

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“I am your servant. I do not come to you as a leader, as one above others.”

When you read these words did the person who uttered them come to mind? Admittedly, the world is adrift in leadership quotations. But what makes these words special is that they were said by Nelson Mandela, a man who truly suffered by years being incarcerated in a South African prison.

What I want to talk about in this post is leadership and to pose this question, which each of us needs to answer. “Am I an authentic leader?”

We’ve heard statements that leaders are born. But then others argue that leaders can be developed. Well, how about going back in time to hear from Aristotle:

“From the moment of their birth, some are marked for subjugation, and others for command.”

Well, that may not be all that helpful, especially when the general consensus now is that leaders can be developed.

One way to look at the issue is this way: I’ve organized the debate over who possesses leadership into two types of leadership: Big L and Little L. My personal view is that only a few of us will ever have the dynamic leadership behaviors and skills to lead organizations, private, public or non-profit, large or small, or the populace of a country, state or province. Only a few of us have what it takes to be a Big L leader.

What propelled people like Winston Churchill, Mohandas Gandhi, Golda Meir, Margaret Thatcher and Nelson Mandela to be world-class leaders? For those who are sports-minded, consider the great athletes like Bobby Orr, Billy Jean King, Wayne Gretsky or Mohammed Ali. Or how about such vocalists as Aretha Franklin, Céline Dionne or Beverly Sills?

These individuals possess an innate talent and drive that propels them to succeed. Why do some children at a very young age show an incredible skill in a certain discipline, yet other children work hard but only attain a certain level of proficiency?

To lead an organization, especially in today’s turbulent world, requires someone with unique abilities. Some of these can be learned. But there needs to be an inner drive and vision that causes that individual to want to lead others. This raises the issue of power and status, for which many people strive in their efforts to rise to the top.

So what about power?

First off, power can be an important component of effective leadership, provided it is used properly and for the right purposes. When top leaders abuse power by controlling and manipulating their subordinates, then these are not Big L leaders. They may be good managers, but when it comes to inspiring people and leading with integrity, they fall short of achieving this.

I love the following quote by the late Peter Drucker, who called things as he saw them. He believed that leadership must be founded upon a constitution; otherwise, irresponsibility will result:

I am amazed that today’s prominent writers on leadership do not seem to realize that the three most charismatic leaders in all recorded history were named Hitler, Stalin and Mao. I do not believe that there are three men who did more evil and more harm. Leadership has to be grounded in responsibility. It has to be grounded in a constitution. It has to be grounded in accountability. Otherwise, it will lead to tyranny.

Drucker was an advocate for shared leadership. He believed in employee responsibility and the need for a “self-governing community,” where individuals and teams share in many managerial activities. And this brings me to the concept of Little L leadership.

What is Little L leadership?

It’s the leadership we see displayed throughout organizations and community - the day-to-day acts that people at all levels engage in. But, there are those who aren’t interested in taking on leadership roles. That’s okay. Some of them will gradually come on board, while others will continue to want to be led by their peers and managers.

This is a key point to remember when reflecting on our personal leadership styles and potentials.
It comes down to each of us being authentic in how we conduct ourselves. We need to strip off the facades we wear and own up to our weaknesses, limitations, and warts. When we’re honest and open with ourselves and others, we gain greater confidence and self-respect, plus respect from others. Be true to yourself and others will be true to you.

Here’s a personal example.

When I was in my early 30s I was promoted to manager of a team of economists. I had zero management training. Because of my own insecurities and wanting to do a good job, I became a bit of a micro manager. That was until a couple of the young economists straightened me out. It took a while but I learned to eventually let go and share the leadership with my team.

I was still the manager, but my team took a lot of initiative and consistently demonstrated leadership in their own ways. There’s no magic formula or cookie cutter approach to this. Each of us has to find our own way. In my case I had to fall on my nose a number of times.

So here are three questions you may wish to reflect on when it comes to developing your leadership skills:

1. What are my strengths and weaknesses? (Be honest with yourself)
2. What do I need to do to be more adventurous and risk-taking?
3. How can I inspire others to want to work towards a common purpose?

I’ll share one piece of advice, something I’ve learned: If you want to inspire others (an essential part of leadership), you need to be passionate about your cause.

Here’s a great story.

I recall watching a PBS program a few years ago that looked at the head surgeon of an emergency room in a large US city. As you can imagine, an ER can be an extremely hectic and stressful place in which to work. People have to know their duties and understand the interdependency of their efforts.

What struck me most about watching the surgeon (middle age black man) was his calmness in dealing with highly stressful situations in the midst of chaos. Multiple victims of car accidents and victims with gunshot wounds. As he stated to the journalist: “My staff look at me to keep it together. If I lose it, they lose it.” When his shift finished, where did go? Home? No, he went to do volunteer work with inner city Black children. For me, this guy showed exemplary leadership!  But I ask you, was this man born as a natural leader, or did he develop over time?

Each of us needs to see our personal quest for leadership as one that first starts with the discovery of who each of us really is. We need:

• To know ourselves,
• To hear ourselves,
• To tell the truth to ourselves,
• To be honest with ourselves.

Once we address these questions and reexamine our values and beliefs, we’ll be ready to move forward in our leadership journey. Sure, leadership skills can be learned. But the first step is a process in which we look inside ourselves.

This journey is a very personal and private one. We may or may not to wish to share with others along the way. However, one thing needs to be clear and that is every leader must go though it.

Here’s another great quote. Authors Kouzes and Posner (The Leadership Challenge) state:

“You can’t elevate others to higher purposes until you’ve first elevated yourself….You can’t lead others until you’ve first led yourself through a struggle with opposing values….A leader with integrity has one self, at home and at work, with family and with colleagues. Such a leader has a unifying set of values that guide choices of action regardless of the situation.”

Finally… Here are four excellent questions they pose to help facilitate the leadership journey:

• What are my values and beliefs on how people should operate in the organization?
• How strongly am I attached to my values and beliefs?
• How strong is my relationship with those I lead and with whom I work?
• Am I the right one to be leading at the moment?

The last question is especially important in my opinion. It gets at the heart of the shared leadership issue. Regardless of one’s “position” in the organization, there are times when one steps forward to lead and times when one steps back. As Kouzes and Posner state:

“To step out into the unknown, begin with the exploration of the inner territory. With that as a base, we can then discover and unleash the leader within us all.”

I hope this post has given you some new information that will spur you on to examine your personal leadership. Your thoughts and comments are welcome. Special note: Jim will be releasing later this fall his first e-book on leadership, entitled How to Become a Holistic Leader…Using a Principle-Based Approach

___________________________________________________________________________________

BIO
Jim has been a student of leadership for over 15 years, devoting over a decade to applied work in leadership development, organizational learning and team building. As a thought leader, he has initiated and lead several change management projects. He’s also a professional economist, and has lead research projects on such topics as labour market functioning, business innovation and industrial competitiveness. He holds masters degrees (honours) in economics and leadership. He lives in Ottawa, Canada.

Jim invites you to visit his website: http://www.LeadershipWorldConnect.com
He also writes a blog at http://ChangingWinds.wordpress.com
Meet Jim at http://www.linkedin.com/in/jimtaggart

Generation Y is of the age to enter the workplace and the workplace is in need of them. But are you ready for them?

Thanks to Richard Bottner of Intern Bridge, Inc, another development opportunity is in the works that attempts to close this learning gap. Set for October 26th - 30th 2009, Intern Bridge is sponsoring the Millennial Thought Leaders Online Conference, geared at preparing organizations with the tools and practices necessary to engage today’s rising talent. We know that as Gen-Y’s presence in the workplace increases, the need for growth in this area becomes ever more important. Yet sadly, for many companies, it continues to be an area that is frequently overlooked. Per the conference website,

“The Millennial Thought Leaders Online Conference provides an opportunity for college recruiting professionals, human resources specialists, line managers and supervisors, and career services practitioners to engage in a nationwide program of best practices and proven methods for engaging today’s entry level talent. From social networking to dealing with parents to learning what higher education is doing to help this unique generation, the online conference compliments professional development goals without impacting travel budgets.

Registration for the conference will be made on a per-location basis, meaning every employee of a registered organization or career office will have access to the entire content of the conference. All you need is an internet connection and a conference room where professionals can gather for presentations.”

Each daily session last about 1-1 ½ hours, with presentations from established authorities on Gen-Y. The schedule includes:

Monday, October 26, 2009 - SESSION 1 - 12:30pm to 2:00pm EST
The New Work Ethic: Why Even the Most Talented Young Employees Are Overcomplaining and Underperforming, and What to Do About It! - Presented By: Eric Chester: Author, Employing Generation Why: Understanding, Managing, and Motivating Your New Workforce -President and Founder, Generation Why, Inc.

Tuesday, October 27, 2009 - SESSION 2 - 1:00pm to 2:30pm EST
The Trophy Kids Go to Work: How The Millennial Generation’s Attitudes And Expectations Are Shaking Up The Corporate Workplace - Presented By: Ron Alsop: Author, The Trophy Kids Grow Up: How the Millennial Generation is Shaking Up the Workplace - Retired Staff Writer/Editor, Wall Street Journal

Wednesday, October 28, 2009 - SESSION 3 - 12:00pm to 1:30pm EST
Using Social Media to Recruit and Retain Millennials - Presented By: Dan Schawbel: Author, ME 2.0: Build A Powerful Brand To Achieve Career Success - Publisher, Personal Branding Magazine

Wednesday, October 28, 2009 - SESSION 4 - 2:00pm to 3:30pm EST
The Millennial Generation: How Does Higher Education Fit in The Picture?  - Presented By: Rachel Reiser: Author, Millennials On Board: The Impact of The Rising Generation on the Workplace -Associate Dean, Babson College

Thursday, October 29, 2009 - SESSION 5 - 1:30pm to 2:30pm EST
Millennials Seeking Meaningful Work: How to Lend a Helping Hand. - Presented By: Alexandra Levit: Author, Success For Hire and Millennial Tweet Columnist, Wall Street Journal

If you have yet to establish a program for engaging tomorrow’s future leaders, this may be an excellent place to start. Download the official conference brochure for more details and registration information.

While there is no single personality type that can be label the “best” or “most successful,” it’s no secret that certain personalities seem to excel in the business. If you’re familiar with the Myers-Briggs Type Indicator (MBTI), you will find that “ESTJ’s” or those labeled as - Extroverted, Sensing, Thinking, and Judging  - are among those most frequently on the fast track for the corner office.

“More executives and managers are ESTJ’s than any other personality type,” says Rich Thompson, divisional director of research for CPP Inc., the organization that publishes the Myers-Briggs test. “ESTJ’s are the preferred personality of America’s business culture.”

To provide a little background, the MBTI enables one to discover and understand their personality preferences. Not necessarily a concrete picture of your every action, but in general, the natural preferences that make you who you are. The theory contends that:

• An individual is either primarily Extraverted or Introverted
• An individual is either primarily Sensing or iNtuitive
• An individual is either primarily Thinking or Feeling
• An individual is either primarily Judging or Perceiving

The possible combinations of these basic preferences form the 16 different Personality Types of which we all possess. (To learn more about each personality type visit the Myers-Briggs Foundation website.)

While I won’t ruin the fun of Doug’s adventure in changing his personality, his article brings to light the importance of understanding our own behavior, how we are likely to deal with different situations, and in which environments we are most comfortable. This understanding of our strengths and weaknesses will aid us in becoming a better leaders. Conversely, learning about others’ Personality Types help us to understand the most effective way to communicate with them, and how they function best - essential pieces to creating a winning team.

Don’t know your personality type? Visit the Myers-Briggs Foundation website to take the assesment and learn more.

Starting today, August 25th, the Brazen team has elevated the community to the next level, creating what is now being called a “career management tool for next-generation professionals.”

“We are calling Brazen Careerist the career management tool for next-generation professionals. In the online career space where experienced professionals win, we’ve created a network that will help young professionals level the playing field. Instead of just a traditional résumé, at the core of the new Brazen Careerist profile is an idea-based feed that showcases your knowledge, opinions and thoughts. In other words: Your potential.” – Penelope Trunk, CEO at Brazen Careerist

Thanks to co-founder Ryan Paugh, I had a chance to preview the enhancements of the new Brazen network last week and I must say I was impressed with the concept of the recent launch. In addition to creating a professional profile, the site now allows you to showcase your resume and more importantly your ideas - something employers can’t find on your resume. Where previous functionality only enabled the contribution of content, users now have the ability to establish a personal feed, encouraging your interaction with some of the most influential members of Gen-Y.

If you haven’t visited or experienced the new site, take a look and let me know your thoughts.

Turnover costs you a lot. And in today’s environment it‘s more important than ever to focus on developing a positive relationship with your employees. If your company has had layoffs or experienced a hiring freeze, the workforce that remains is probably working harder than ever as they absorb the work that former employees once did, in addition to their own jobs.

From the management perspective, we often approach this as “doing more with less,” however this sort of stress can cause employee morale to suffer terribly. And at some point, when the economy turns around, employees that believe they have been treated badly or feel unappreciated for their work during these lean times, will be the first quit. This leaves you without your most talented or knowledgeable employees’ right when you need them the most to start building and growing quickly.

The point being made here is that the time is now to make sure you are paying attention to your employees and what really makes them tick. To truly build and sustain strong teams, a leader must learn how to attract and keep good employees. New supervisors must be prepared to be collaborative, supportive, and nurturing of their people; flexing to meet the various needs of today’s diverse workforce.

While there is a clear need for attention in this area, it’s sometimes sad to see how many companies have glossed over their retention strategies amidst a challenging economy. Don’t fall into the trap! If your company is not devoting the time or money in this area, do it yourself!

To get started consider the free webinar coming up on Wednesday 26th by Manpower, a world leader in the employment services industry. Manpower offers a monthly webinar series on various topics, however I believe this one will be particularly interesting entitled, “Retention - When It Can’t Be About the Money.” Details for the webinar and registration link are below.

Free Webinar: Retention - When It Can’t Be About the Money

Wednesday, August 26 (12 - 1 p.m. EDT; 11 a.m. - 12 p.m. CDT)

The old saying “you get what you pay for” holds true and is always the case when it comes to your employees. The problem is that most employers think only in terms of dollars when, in your employees’ minds, “compensation” is about much more than money.

Human Resources surveys repeatedly show that people who love their jobs would not leave for a 10 percent pay increase. Only about four percent would consider an offer of 15 percent or more and the other 96 percent wouldn’t consider it at all unless the offer was at least 20 percent to 25 percent more.
So, if it isn’t about the money, what is it your people want from you? What are the intangibles that keep great people on-board and motivated?

During this webinar, you will learn:
• The four most important things employees of each generation want from their jobs
• The number one motivator that every manager has 100% control over
• The key ways to find out each employee’s drivers
• The largest mistake managers make that causes great employees to leave

*For HR Professionals - This program has been approved for 1 recertification credit hour toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI).

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Today’s guest post is from Kyle Ryman of

Do you have Generation Y in your organization? You probably do, and that means that you will have to, at one point or another, have to get a hold of them at some point in time. But how will you do it? Look through these 4 different ways to find the best way of getting a hold of the tech savvy Generation Y.

1. Social Networking Sites

You will want to use social networking sites if you have a short to medium length message, that will be sent to one or a handful of people, and it will need to be read or responded to relatively quickly.

What is great about them:

• They check these sites multiple times a day.
• It is easy for them to access and respond to your message.

What sucks about them:

• You can’t send attachments.
• Lack of formatting options keeps your message length relatively short.
• It is hard to easily communicate with more than a handful of people.
• You not only have to be on the same social network, but you also have to be their “friend.

2. Text Messages

You will want to use text messages if you have a very short and direct message, that will be sent to one or a handful of people, and it needs to be read or responded to extremely quickly.

What is great about them:

• Text messages are easy to respond to, even while in class…
• Their phone will notify them as soon as they receive one.
• You can be almost certain they will receive your message.

What sucks about them:

• You can only use this for short, direct, messaging.
• You are hard pressed to contact large groups.
• It costs you money…

3. E-mails & List Servs

You will want to use e-mails and list servs if you have a medium to long message, which will be sent to any sized audience, and it needs to be read or responded to within the next few days.

What is great about them:

• You can send longer, more detailed messages.
• You can send attachments.
• They normally check their personal e-mail at least once per day (more with a smart phone).
• Emails and list servs make it easier for you to contact large groups.

What sucks about them:

• They don’t check this as much as they do their social networking sites.
• If you don’t send to their personal e-mail, then good luck.
• There is a “slight” risk of their spam filter filtering you…

4. Phone Calls

You will want to use phone calls only if your message is too complex to be expressed any other way, i.e. you have got to talk to them.

What is great about them:

• Phone calls are a very dynamic medium.
• You actually know whether or not they got, and understood, your message.

What sucks about them:

• You can only contact one person at a time.
• They probably won’t pick up, for whatever reason…
• They will not listen to any voice mails that you send. Or, at least not any time soon.

The Key for You…

…is matching medium to message. You have got to know what kind of message you are sending, what timeframe they need to respond in, and how many people you will be sending it to. If you take those three things into consideration and match them to the appropriate communication channel, then you will stand a much better chance at getting a hold of your Generation Yers.

My Question to You:

When you have to get a hold of Generation Y, how do you do it?

_________________________________________________________________________________

Kyle Ryman is a guest contributor and author of ProfessionalLEADER.com. He is a second lieutenant in the U.S. Army (infantry), and a recent graduate of Texas A&M University with a B.A. in History, Minor in Communications, and Certificate in Leadership Development and Study.

On which side do you fall?

“Leveraging the power of networking is essential for ongoing career and professional success.”

Yes, I know it sounds like a broken record, you’ve heard it before, but can you honestly say that you’ve mastered one of the simplest and most powerful forces that exist in business?

Unfortunately to this day, the term “networking” often conjures up many negative stereotypes and countless misconceptions as to what networking truly is. As a result, one of the most effective (and inexpensive) allies to your success routinely sits on the sidelines as “more important things” hold your attention. Networking continues to be an incredibly effective way to gain new clients, find strong employees, and overall move forward in your career.  While there are many great resources on how to expand your network, the focus of this post is to help jumpstart your efforts and get past the false impressions and misconceptions that may be holding you back.

“Although the concept of networking has been tainted by misconceptions, wise leaders know how to prioritize relationships, recognizing them as the surest sources of prosperity and stability.” – John Maxwell

I came a cross a quick passage where leadership guru John Maxwell addresses some of the most widely held myths that hold us back from proactively networking.

Myth #1: Networking is for self-promoting schmoozers.

Networking isn’t solely the realm of desperate job seekers or overeager socializers. Nor do you have to hand out business cards like candy in order to network. Networking simply involves making mutual connections, and everyone benefits by forming them. By tapping into our connections, we can share ideas, pass along opportunities, and benefit from one another’s expertise.

Myth #2: Network is only for salespeople or outgoing personalities.

You may not be a salesperson and you may not be outgoing, but you can’t deny that business, at its core, is founded upon relationships. Regardless of your position or personality, you’d be wise to intentionalize your social interactions. If you neglect your network, you’ll be isolated when your life hits a rough patch. Conversely, if you cultivate your network, you’ll be buoyed by support whenever hard times come your way.

Myth #3: Networking, by nature, is uncomfortable, forced, and contrived.

We tend to imagine networking as speed dating awkwardly applied to the professional level. Nothing could be more inaccurate. The best networkers authentically share themselves (their talents, knowledge, resources) to benefit others. This can happen casually and genuinely, both at work and in informal atmospheres.

If you find yourself falling victim to these or any of the countless reasons that could hold you back, stop today! Challenge yourself to meet to people, make new contacts, and develop these associations into mutually beneficial relationships. You’ll be surprised where they might lead you.

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Today’s guest post is from Kyle Ryman of ProfessionalLeader.com.

Who Are “Teenagers?”

What Influences Them:

Most of the time when you are talking about leading teenagers, you are talking about leading people who are sophomores in high school to freshmen in college. For these “teens,” their schooling is the dominant factor in their life. One result of this is that you will have to be flexible in their scheduling. For instance, they can only work late afternoons or evenings during the school week. However, they are often available during the weekends. Further more, teens are normally able to work full time during breaks from school.

Also, some of the best teen workers are going to be highly involved in extracurricular activities. You, as a leader, must take this into account if you want to retain the best in teen labor. Additionally, friends and family are incredibly important to this age group and will exert incredible influence over them. As a leader, you must be prepared for this as well if you want to lead teens effectively.

Common Motivators:

Very rarely will you find a teenager who is working for a particular company because they see themselves building a career with that company, or they like that company’s retirement benefits, etc. What motivates teens is a paycheck. But the “why” behind that motivation is important, and it can be broken down into three broad categories:

• They want disposable income:
  Basically, a lot of teenagers want to be able to buy the latest and greatest iPhone, or pay for their texting habit, or buy that car that they always wanted. Or, in some cases, they work to finance their party habit. Apparently alcohol is expensive…
• They want to save for college:
  There are also a lot of teens who come from families that have a decent income level, but still not an income level that can afford to help pay for college. College is expensive, and whatever amount of money they will be short in financial aid they will have to generate themselves.
• They want to help their family:
  There are also a lot of families where teens are needed (or expected – especially in this economy) to help support the family. While they generally are not the primary provider of the family, a teen’s part time income can really help out a financially struggling family.

3 Tips for Leading Teenagers:

With all of the above in mind, here are three tips that you can use when leading teenagers in the workplace.

1. The threat of being fired only goes so far:

For most teens, being fired doesn’t hold the same sway as it does for an older worker. Why? Because, most teens’ primary motivator is to earn money that they don’t “need.” Even teens who work to help support the family don’t feel the same burden of responsibility as their parents. So, if you are a “leader” (or “tyrant,” you pick) who relies on this to motivate your people, then you and teens will probably not work out.

2. Encourage socialization at work:

As was mentioned before, friends and family are incredibly important to this age group. What that means for you, the leader, is that the more attached teens are to the people who make up your organization, the more incentive they have to work hard and to be professional. You can help accomplish this by encouraging socialization (at responsible levels) at work. Having friends at work is probably the most powerful motivator there is in getting teens to come in and work hard.

3. Really mentor them:

The reality is that, most of the time, you and your organization will be your teen workers’ “first rodeo.” Since they lack any significant experience with the work world, you are going to have to mentor them on things like professionalism and acceptable behavior at work. If you don’t, then they will get themselves (and possibly others) in trouble. If you do, then they can prove just as capable as any other worker you employ.

My Question to You:

What have you done, or seen done, that has been effective in leading teens in the workplace?

Kyle Ryman is a guest contributor and author of ProfessionalLeader.com. He is a second lieutenant in the U.S. Army (infantry), and a recent graduate of Texas A&M University with a B.A. in History, Minor in Communications, and Certificate in Leadership Development and Study.

Today’s guest post is the first in a series from Kyle Ryman of

Your Dilemma as the Leader:

As a leader you may one day be faced with the reality that your organization’s days are numbered. The potential reasons for this are many and range from the plant closing down permanently, to a round of layoffs moving through the company, to the Halloween super store closing for the season. No matter the “why” though, as a leader you will have a dilemma on your hands: how will you lead people who have less and less reason to come to work in the morning?

Your Game Plan:

As a leader, you know very well that the key to getting people to accomplish the organization’s mission is to know what makes them tick. But, when your organization, or your people, is down to the home stretch these motivations change. Bobby will never be promoted now, so why bother? And Jeanne will never see that pay raise, so who cares? This is a tough challenge for any leader! However, there are some general strategies that you, as a leader, can follow to ensure that your organization will continue to perform until the last hour of the last day.

1. Strengthen your bonds with your people.

Here’s the deal. Because the end is near, what motivates your people has changed. Your star performer can suddenly go to your problem child since his or her career ambitions were just destroyed. However, just because your people’s motivations have changed doesn’t mean you can’t lead them. You just need to find out what they changed to! Focus on getting to know your people again and strengthening your bonds with them. Then you will be able to effectively lead them again. Or, at minimum, they will follow out of respect for their relationship with you.

2. Strengthen your team’s internal bonds.

No, there probably won’t be any time (or money!) for staff retreats. However, continuing to make team-building a priority will continue to pay dividends in this period of an organization’s life. Team-building will help maintain, if not strengthen, your people’s bonds with each other. These bonds can be your best friend as a leader. After all, someone who just cannot be motivated any other way will still come into work just so that they won’t let their buddies down. Again, these bonds are another tool for you as a leader to put into your bag.

3. Give your people something to look forward to.

Just because the end is near doesn’t mean that your role as the organization’s visionary is over with! Give your people something to look forward to. Plan a party for the last day of work. Or, promise (and deliver on) a generous severance package. The point is that they will only get it, or be able to participate if they continue to work until the last hour of the last day. You will give them a powerful incentive to stay loyal until the end if you promise even just a small reward for all of their hard work. Trust me, even the promise of a cheesy employee party can go a long way…

4. Carve yourself a new “stick” (and hope you won’t need to use it).

Sometimes even the best leaders will need to bring out their “stick” (discipline program, etc.) to deal with subordinates who just will not perform with the end looming near. However, the end brings out interesting dynamics in your ability to use your stick. For instance, who cares about getting written up when you won’t be climbing that corporate ladder after all? Or, what threat is there in getting fired if your company won’t be around anyways to answer inquiry’s from future employers? And, what’s an extra two days of pay after all? Your challenge as a leader is to find that single, tangible, thing that actually holds sway. While what you may actually be able to do will vary considerably from leader to leader (and never be draconic!), common practices include withholding severance pay or denial of re-hire status for seasonal employees. Nobody wants to use their stick, but sometimes, very rarely, your hand will be forced.

What You Should Take Away:

Terminal leadership is hard. The most important thing that you, as a leader, must take away from this discussion is that what motivates your people will change when the end is coming near. It may not seem like it at first, but the closer the end comes the more your people will change. You should strengthen your bonds with them, strengthen team bonds, give them something to look forward to, and carve yourself a new “stick.” While terminal leadership is hard, it can be done.

What have you, as a leader, done (or seen done) when the curtain was coming down on your organization?

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Kyle Ryman is a guest contributor and author of ProfessionalLeader.com. He is a second lieutenant in the U.S. Army (infantry), and a recent graduate of Texas A&M University with a B.A. in History, Minor in Communications, and Certificate in Leadership Development and Study.

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Even admist restructuring, when there are fewer employees in an organization, those who survive often have increased opportunities to move up. Speaking to this, renowned career coach Marty Nemko presents an interesting video for U.S. News & World Report with advice on how to position yourself for a promotion in a down economy.

Video - “Getting Ahead in a Down Economy“

1. Hitch youself to a star.
2. Get involved in the companies core.
3. Get involved in professional associations.
4. Utilize online tools to brand yourself.

No One is Born Knowing How to Manage

There was a time when the term “manager” suggested someone who controlled. Today the manager must facilitate. In the past, the manager kept people in line. Today the manager must lift people up. In our rapidly changing world the manager’s most vital role is to make sure every employee is performing at the highest possible level. And today, how well you perform this vital role determines your success.

“Today’s manager must emphasize vision, not supervision.” - Jack Welch

Jack Hayhow is back at it again, this time with his latest installment entitled The Foundation of Management. Since interviewing Jack back in February, I’ve followed much of his work both imprint and video briefs. His book, The Wisdom of the Flying Pig, has become a staple in guidance and inspiration for aspiring leaders.

In this most recent eBook, Jack explains fundamental principles and practical techniques that great managers use to propel employee performance.

Key topics include:

• The Role of the Manager
• What Great Managers Know About Motivation
• The Four Key Activities of All Great Managers
  1. How to Communicate Explicit Expectations
  2. How to Provide the Information and Resources to Do the Job Right
  3. How to Measure, Recognize and Celebrate
  4. How to Show You Care by Encouraging Growth

Once again, Jack and his team at Opus have been generous enough to offer a free copy of this eBook for those looking to expand their management skill set.

To download your free copy:
1. Click this eBook order page.
2. Enter coupon: JH-FOUNDATION
3. Click the “redeem coupon” button.
4. Fill out the fields and download your free eBook.

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Social networking sites (“Member Community” sites) eclipsed E-mail in global reach at 68.4% vs. 64.8% in February 2009. And even more significant, in only the first few months of 2009, the reach of these sites is growing at a brisk pace, faster than any other online sector. – The Nielson Company

From a global perspective, it’s interesting to note how quickly this phenomenon is continues to expand. The graph below, from Nielsen’s Global Online Media Landscape shows the growth from 07′-08′ on a country-by-country basis. Significant growth in a one year period.

Statistics such as these make it hard to deny the rapid growth and raw power that social media commands. Nevertheless, many organizations have been less than speedy with their entry into this digital environment. Some with good reason as it may not fit their organizations objectives, yet others hold out simply due to lack of understanding and fear of the unknown. The thought of navigating the social landscape can be a challenging task, especially for beginners uneasy about getting their feet wet. 

Regardless of reason, that fact remains that there are many companies simply sitting on the sidelines, missing a prime opportunity to establish direct relationships with their customers and the possibility of transforming this “two-way communication” into increased sales.

While I don’t claim to be an expert in this area, my pure fascination of the digital marketing revolution fuels my desire to stay abreast of the changing dynamics. If you or your organization is one of the many sitting on the sidelines, I’ll challenge you to take the first step and educate yourself on social media and the possibilities it brings to the table. Introspectively evaluate your current marketing efforts and decide if this is a field you should be playing on. It may or may not be, but the one truth is that sitting on the sidelines waiting and wondering is no longer a viable option.

Where to start…

To get the ball rolling, 360i has developed a Social Marketing Playbook, designed to help marketers evaluate the social marketing opportunities available, determine which ones are best for their brands and develop a strategy following best practices for achieving success in social media.

The goals of the Playbook are to:

• Provide a framework for establishing a set of clear objectives and strategy when approaching social marketing
• Encourage thinking of social marketing as an opportunity to have a continuous, valuable exchange with customers
• Advance discussions on amplifying marketing results through the integration of social marketing and offline campaigns

It’s an excellent read that will provide a foundation for the concepts and terminology you’ll need to understand. Download it here.

Secondly, I recommend following a few cutting edge digital marketers. With the landscape in a continual state of flux, they provide a fresh perspective on how to keep your company’s strategy current and relevant. While there are many excellent bloggers that I follow, I’ll keep the list short for the purposes of this post. A few that I recommend (in no particular order):

• Dave Knox (hardknoxlife.com) -Dave is a CPG Brand Manager and true Marketing Technopologist. In may, Ad Age named Dave as one of their “25 Media People to Follow on Twitter.” As personal friend for quite some time, I can tell you first hand he will stretch your views on the mix of marketing and technology. (@daveknox)
• Pete Blackshaw (consumergeneratedmedia.com) - Pete coined the term “consumer- generated media” (CGM) and authors a blog by that same name. He is an accomplished author, most recently publishing “Satisfied Customers Tell Three Friends, Angry Customers Tell 3,000.” Pete perspective in helping companies promote and protect their brands online is well worth following. (@pblackshaw)
• Jeremiah Owyang (www.web-strategist.com/blog/) - Jeremiah is a big dog when it comes to web strategy. The focus of his blog is to discuss how web tools enable companies to connect with customers. An excellent place to start is with his analytical posts tagged Web Strategy. (@jowyang)

Feel free to comment on any additional resources that you have found helpful.

In preparation for advancement, many training programs focus solely on building “competencies,” the cornerstones to success. I agree the ability to negotiate, communicate, influence, and persuade others are indispensable qualities when it comes to leading successful teams. And there is no doubt that enhancing these skills builds one’s credibility and sets the groundwork for long-term success. However, for Gen-Y Leaders, the risk of undermining that credibility early on is very real thing. Many sabotage themselves, losing control and credibility before they even have the opportunity to utilize there abilities, simply by falling into classic traps that are easily overlooked.

Highlighting this point, authors Caitlin Friedman and Kimberly Yorio, offer some basic and practical suggestions that lay the foundation for being taken seriously when moving into the role of team leader. The following ten steps can be found with greater detail in their book, The Girl’s Guide To Starting Your Own Business.

1. Be on time every day. It’s your business. Lead by example.

2. Don’t make a habit of leaving early. Your employees will resent you if you walk out the door at three and call them from the gym at five-thirty to check in.

3. Don’t go drinking with your assistant. Or swap stories. You need to set the example. What you do in your private time away from the office should remain fodder for your peers, not your subordinates.

4. Don’t ask them to do anything that is not work-related. It’s rude and fosters resentment. This includes walking your dog, picking up your dry cleaning, and buying your personal holiday presents, unless, of course, the job is personal assistant.

5. Don’t let them hear you on personal calls. Not only will they will imitate you for months if they hear you refer to your spouse with pet names, they will feel entitled to be on their own calls all day.

6. You are not their friend. Be a pleasant boss, but never leave the door open to talk about personal drama. You want your employees to feel comfortable talking to you about serious personal problems (especially if they will impact her job performance) - a sick mother or child-care problem, for example. But the last thing you can afford is to become a surrogate therapist for employee dating or marital woes.

7. Pitch in when you can. If you have assigned what you know to be a tedious task, such as mailing five hundred company brochures, spend at least a few minutes pitching in. This is your team; make it happen together. A little willingness to get your hands dirty will go a long way when you need a really big ditch dug.

8. Do not share company financial issues or problems. If your employees suspect things are not going well, they will be looking for another job before you know it. There is a whole philosophy of open-book management that works in big public companies (the law requires it, anyway), but in small companies you don’t need your employees second-guessing your decisions.

9. If something goes wrong with a client or customer, you have to take the blame. As the boss, you are responsible for everything running smoothly. If you have a problem employee, you need to monitor him or her closely, provide more training, or let her go. You cannot make bad employees the scapegoats for mistakes.

10. Manage, but don’t smother. Granted this is your business and you’ve got the most to lose, but you’ve got to let your employees take responsibility for their workload. Guide, cajole, pester — don’t suffocate.

What other suggestions would you offer from your experience?

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This past week I connected with Sangeeth Varghese, founder of LeadCap, a leadership organization building future leaders in India, and the author of Decide to Lead. Sangeeth and I both subscribe to the belief that in a world of continuous change, one the most valuable skills is the ability to learn. Below are some of his thought provoking comments recently published on Forbes.com, pertaining to leadership and being a lifelong student.

You should be educating yourself at every moment.

Learning is like the weather. Everybody talks about it, but nobody does much about it. True leaders, though, can never be switched off to learning opportunities. As John F. Kennedy wrote in a speech he was to give the day he was assassinated, “Leadership and learning are indispensable to each other.”
True leaders are beings who go around with a permanent learner’s permit. They use their minds to learn from even the most mundane things in life, and thereby they grow unceasingly. There are three broad ways in which they keep learning and growing.

First, leaders learn constantly. They actively strive to learn at every moment. They view taking a break as a chance to chew on information newly acquired, and to create an ideal state for imbibing more new information. Perhaps the best story of constant learning is that of Friedrich August Kekulé, who learned even in his sleep. He was struggling to decipher the structure of the benzene molecule, and it is said that one night he dreamed of a snake forming a ring by biting its own tail. Inspired by this, and prepared by all the research he had done, he saw how the benzene molecule could be in the form of a ring. He was correct. His discovery was a leap for organic chemistry.

Second, leaders learn continuously. That is, when they’re really at it they brook no distraction. Research has shown that it is more efficacious to study for one hour straight than for two hours with interruption. Interruptions break our train of thought and limit our ability to retain information. They take the power out of learning. Sherlock Holmes, the fictional detective, attributed much of his success to his remarkable ability to detach his mind at will to focus on the problem at hand. Would-be leaders can learn a lesson from that idealized, imaginary detective.

Third, leaders learn cyclically. They understand that life is never one-dimensional. It must be studied from every side and turned upside down. They learn by repetition and repeated review. Whatever subject they choose, they always find more to learn. When they move to new areas of knowledge, they stay alert to picking up knowledge pertinent to previous topics. This builds deeper understanding.

Leadership takeaway: Leaders never let their minds shut down. Whatever you are doing at any given moment–watching the news, working on a business deal, talking to a friend, reading this article–give it your full attention, and keep on learning.

Related articles:

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With numbers like that, it’s easy to understand why more and more businesses are leveraging the power of Facebook to connect with their customers. According to a study released earlier this year, by interactive marketing agency Rosetta;

59% of 100 top retailers are now using Facebook.

With this number surely on the rise, it may be time to embrace the Facebook opportunity or risk being left behind.

“These results support what we’re seeing in our day-to-day client work, which is that we’ve reached a tipping point with Facebook among retailers,” says Adam Cohen, partner with Rosetta’s consumer goods and retail practice. “Social media sites continue to be an important source of community connection, and savvy retailers are reaping the benefits of Facebook’s rapid extension into new demographics, such as Gen-X and seniors.”

Yet amongst the excitement, Cohen cautions retailers in the study’s press release. He advises against a haphazard approach to the medium.

“It’s important that retailers don’t just slap up a page because everyone is talking about Facebook. An effective Facebook presence requires that you carefully consider what your customers are looking for, what you would like to communicate, and what role a fan page should play in your overall online strategy. If you take all of these into account, it can be effective in building customer loyalty. ”

To learn more about how to effectively use Facebook to further your business, Search Engine Strategies is offering a free webinar entitled “How to Use Facebook for Business” this Wednesday, June 3, 2009 at 2:00 PM EDT/11:00 AM PDT. It should be an interesting presentation that I’ll unfortuantly be unable to attend. If you’re able to catch it, please leave a comment below. I’d be interested to hear your thoughts on the discussion. Details are below.

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How to Use Facebook for Business

Date: Wednesday, June 3, 2009
Time: 2:00 PM EDT/11:00 AM PDT
Cost: Free! But you must register beforehand.

Welcome to a world of conversations and relationships. Facebook is not an evil time-waster, a community just for college students, or something scary or irrelevant for marketers – even you B2B folks. Facebook is a tool for connecting people with those around them. And, as with any social media tool, marketers have an opportunity to use Facebook to expand their online footprint and engage with customers directly. Join this free webinar to learn how to get started using Facebook to market your business. Presenters - Ellie Mirman, Inbound Marketing Manager, Hubspot & Mike Volpe, VP of Inbound Marketing, Hubspot

Topics include:

• What is Facebook and why it is important for businesses
• How to create a Facebook Business Page and interact with prospects directly
• How to promote your business on Facebook
• How to track the success of your Facebook marketing programs

In a nutshell, 360 degree feedback is a method and a tool that provides an employee the opportunity to receive performance feedback from every aspect surrounding their role. Traditionally the feedback is given from a range of internal sources (including supervisors, peers, subordinates) and in some cases external sources as well (customers, business partners, etc.) 360 degree feedback allows an individual to understand how his or her effectiveness as an employee, coworker, or staff member is viewed by others.

“The purpose of the 360 degree feedback is to assist each individual to understand his or her strengths and weaknesses, and to contribute insights into aspects of his or her work needing professional development.” – Susan Heathfield, HR Expert - About.com

There is great debate as to whether 360 degree feedback should be used strictly for developmental purposes, or also used for end of year appraisals. Some argue that multiple sources lead to more well rounded fedback, while others feel that the method’s anonymity provides no recourse should one want further clarification on the feedback. Regardless of position, it’s hard to argue the power of receiving a full circle view of one’s effectiveness when it comes to personal development.

Recently while discussing the topic, a co-worker introduced me to Rypple.com, a quick and easy way to solicit feedback from managers, peers or really anyones opinion whom you respect. The flexibility of the system allows you to solict feedback from anyone,  about anything from performance, to opinions on a meeting, or input from a team members on a project. Everything is presented in very simplistic manner allowing you to simply enter your question, choose whom you want to ask it to, and then track your performance.

What separates Rypple from other 360 feedback systems is that there are minimal constraints when it comes to what you can and cannot do. There are no pre-defined questions or limitations on who should give you feedback. The responses are completely anonymous, creating an open environment for honest and meaningful feedback. With this flexible functionality, some users have even employed the technology to survey customers and solicit feedback from clients.  

Rypple is a web-based and free for the basic service, (a premium version costs a nominal fee per month, with corporate options rising from there) allowing users to sign-up today and receive feedback almost instantly. Certainly an interesting twist on receiving feedback that caters directly to Gen-Y. To learn more, take the Rypple Tour and check it out yourself. I’d be interested to hear your thoughts or experiences if you’ve used it.

I know this sounds easier said than done, trust me. I was that kid who never had a straight answer to the question, “What do you want to be when you grow up?” I had new idea every few weeks, feeling that it was too hard to pick just one thing to do for the rest of my life.  As time passed and experience came to my aid, I quickly learned that without a defined goal, vision, or endpoint for where I wanted to be later in life, the road to getting there was going to be that much tougher to travel.

Since those early days, I have become strong advocate of setting goals and creating a vision for one’s future; career ambitions included.

Even in a tough job market there are opportunities, perhaps reserved for the most talented, best networked, or best prepared, but they do exist. For many, the difference between being in that group verses being on the outside, is having an unyielding personal vision. Defining your career goals and developing a plan to reach them is the first step to achieving them. Expectedly this is only part of the equation; the execution is what will ultimately determine its level of success.

For Gen-Y, achieving our career ambitions will take much longer than we had once hoped; a blatant fact that may be discouraging, but is nevertheless true. This creates a perfect time to revisit (or create) your own Personal Career Vision and figure out where you truly want to be later in life. i believe we each need to define this vision before we can take the correct action on it.

“Where there is no vision, there is no hope.” - George Washington Carver

Creating your vision - Where to Start

Like most things, getting started is often the hardest part. Steve Bohler, Director for the Oxford Program of Career Change, offers some suggestions on how to approach creating your personal vision. If done correctly, this exercise may be a little eye opening. Get started today by asking yourself the following:

What is my CORE? Your core defines how you are hard-wired - your natural abilities and personal traits. Using these traits is required for a fulfilling work life. If your work makes it impossible for you to express these essential aspects of yourself, self-actualization will be just about impossible. The best way to understand your core is through a “triangulation” of objective testing, reflection, and external validation.

• Objective Testing: Results from a sound interests/personality assessment can help you identify your role in life. For example, at work are you supposed to be a “creator” or a “doer?”
• Reflection: Look over your employment history and identify themes that run through the jobs you’ve loved and those you’ve hated. Does the objective testing help to explain why those themes exist?
• External Validation: What do others who know you well suggest are your greatest, natural talents?

What is my AMBITION? No Personal Career Vision can exist without getting intimately in touch with what you really want, now and in the future. Your ambition builds off of your core and paints a picture of your ideal destination. If you know where you want to go, you’ll have a much easier time getting there. Make a list on paper:

• What time do you want to start work? What do you want to wear to work?
• What organizational style do you find most compatible? What setting? Profit vs. non-profit? Summers off?
• What are your lifetime goals? Retiring early? Becoming a homeowner?
• Imagine being on your death bed. What are the things you must do or achieve in your life to feel satisfied? Becoming prominent in your field? Writing a book? Somehow making a difference in the world?

Then ask yourself, which of these are important enough to wait, create or fight for? Which of these will be a part of my Personal Career Vision?

What are my TRADEMARK ASSETS? Your assets make up your competitive advantage. They are your source of success and meaning as well as your greatest value to the world. Think about:

• What are you really interested in? Do you look forward to reading the trade magazines for your job, or do you dread it? If you were stranded on a desert island and could get one magazine subscription, what would that magazine be about?
• What gift (or gifts) do you have that you haven’t fully acknowledged?
• What makes you more naturally suited to a profession than 95 percent of the population because you bring a unique passion, experience, or talent to the table?
• What do you know a lot about, or know a little about and want to know more about?
• What do you really love doing? Think about those tasks where time flies by and you don’t even notice because you’re truly in the moment.

The answers to theses main questions should tell you a great deal about yourself and your personal ambitions. Once you’ve created your vision, start exploring avenues that will help you turn these desires into reality. It’s unrealistic to expect all of these “wants” to happen quickly, but now that your vision is taking shape, you can figure out what it will take to make it reality. Share your vision with a trusted mentor and begin to formulate what steps you need to take to fulfill these goals. It may involve a career change, switching industries, or perhaps accepting an interim position as a stepping stone to a future career. Though it may not be your favorite position, it could play a crucial role in reaching your ultimate goal.

Remember, “Where there is no vision, there is no hope.” So take a moment, look inside yourself, and outline your Personal Career Vision, you’ll thank yourself in the future.

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