Monthly Archives: February 2009

Oops, remarkable! 02/22/2009

Posted from Diigo. The rest of my favorite links are here.

The razzies of any organization

Artist Danjuk Nikolajjdanuk

Artist Danjuk Nikolajjdanuk

Merely personal (but I assume you agree)

Human Resources: stiffling any organization development because it’s all about rules

ICT: relevance lost or why IT does not matter any more

Artist Yelena Yemchuk

Artist Yelena Yemchuk

Unnamed 02/21/2009 (a.m.)

Posted from Diigo. The rest of my favorite links are here.

Hit your twit or meet your tweet

Nice read how to act with Twitter.

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Artist Tom Chambers www.tomchambersphoto.com

Artist Tom Chambers www.tomchambersphoto.com

by CV Harquail on February 18, 2009 on http://authenticorganizations.com/

If you’re interested in this issue, please subscribe to my RSS feed. Or, use the yellow box (upper right) to get an emailed update. Thanks for visiting!

bird mirror In nearly every corner of my blogging universe, someone is excited about Twitter. Other organizations & leadership bloggers, social media experts, branding experts, and even my info junkie friends are all finding something useful in the opportunity to share information in the super-condensed form of 140 characters.

We think that Twitter is a tool for sharing random stuff that’s popped into our attention, for establishing & extending our online presence, and for directing people to great posts, interesting sites, and provocative information. And it is all of that. But Twitter also offers us something more, something very personal , as I’ve only just discovered.

A few days ago, I got a sweet little tweet from a colleague I rarely see, someone I’ve known since graduate school, who is struggling to start up a new consulting business. We’ve been following each other on Twitter for a few months, with him tweeting about client meetings and business ideas and me tweeting about blog posts, provocative news, and the occasional whimsical insight. After one of of my more intellectual tweets, my colleague sent me this dm:

I’m hanging on, barely. “Following you” helps. Every tweet reminds me who you think I am, then I remember myself.

hedgehog facing me Reminding you of yourself?

Who knew that my intermittent tweets were having that kind of effect? But thinking over my own early research on identity, identity salience, courage, and advocacy within organizations, the influence of Twitter starts to make sense.

Here’s how: When we get tweeted, our attention is tapped and directed at the same time. Each tweet is not just a message, but also is a message to a certain kind of person … the insatiable intellectual who’d be captivated by this research note, the aesthete who trolls Flickr for random beauty, the early adopter who’d want to know about this site yesterday, the curmudgeon who’d snort at this graph, or the old friend who I know harbors an affection for hedgehogs (the I. Berlin kind of hedgehog ).

As the social scientist in me would explain:

Each tweet that we receive carries with it the possibility that it might “authenticate” who we think we are. That is, tweets can reinforce a certain sense of ourselves.  Not only can our own tweets present us the way we’d like to be seen , but other people’s Tweets can trigger a certain part of our identity and keep that identity salient. Tweets can affirm for us how others see us,  and tweets can even confirm for us (a part of) how we see ourselves. All of these are psychological processes that help to sustain our self concepts and that also help us to move towards the person we want to become.

You can use Twitter thoughtfully…

Assuming that you’ve chosen to use Twitter to follow people who inspire you, or intrigue you, or support you, or have something to teach you, or have something in common with you, chances are that several times a day, you’ll get a tweet that nudges at your sense of who you are and who you want to be.

  • Do you have one of those little Twirl or TweetDeck or other Twitter apps open on your desktop, down there on the bottom of your active workspace?
  • When you hear a tweet, do you glance over for a quick look?
  • Do you see a friend or colleague whose work inspires you?
  • Do you remember what is is about them, that makes them someone you follow?
  • Then, can you remember what it is about you that makes you interested?

…. so that Twitter reminds you and inspires you to keep alive that sense of who you are.

Much of the conversation about Twitter is about sharing information with others , or establishing your personal brand, or driving traffic to your website, or even stoking your ego. Yet deep down, underneath all this 2.0 utility, Twitter has the ability to remind you to see yourself as who you are and who your interests are leading you to become.

Craft your Twitter practice.

It should go without saying, then, that you need to be picky when choosing folks to follow on Twitter. Go ahead and follow the experts in your field, the folks everyone else talks about, the people who regularly discover hidden treasures. But also, be sure to follow people that care about what you really care about, and we remind you of what defines you best.

My advice, in less that 140 characters?
Tweet yourself right.
Choose to follow people whose tweets can trigger in you the person you want to be.

Have you had this experience on Twitter, or seen it in action for someone else? Let me know in the comments…

This post has been submitted to the WOBM PR Blog anniversary contest . See the Group Writing Projects blog to learn more about this and other GWPs.

Artist Tom Chambers www.tomchambersphoto.com

Artist Tom Chambers www.tomchambersphoto.com

Seven Traits of Great Leaders

Found it on http://www.leadershipexcellenceblog.com/?p=178

Always nice to reflect in case you might know a leader!!

Artist Carlo Van de Roer www.carlovanderoer.com

Artist Carlo Van de Roer www.carlovanderoer.com

All great leaders have some aspects of their personalities in common. Outstanding leaders share seven qualities:

  1. Great leaders identify, cultivate, and inspire enthusiastic followers. Some people are successful but are not leaders. They work best on their own and enrich themselves. Great leaders enlist the cooperation, support, and loyalty of others. Few businesses can survive and thrive without people to carry out the leaders’ programs. Good leaders not only understand their employees, but motivate them to do their very best work.
  2. Great leaders focus their efforts. Good leaders concentrate their efforts to reach goals. Those who do not focus their efforts will never achieve marked success in anything. No one is large enough to be split into many parts; and the sooner we stamp this truth upon our minds, the better our chances for success. Waste comes with trying to do too many things at once.
  3. Great leaders face and overcome great difficulties. Adversity can destroy some people, but all good leaders have faced adversity and bounced back to greater glories. Change those stumbling blocks to stepping stones on the path to success. Strive vigorously to use everything that comes to you, whether pleasant or unpleasant, to your advantage. Do not allow an unpleasant letter, a disagreeable criticism, an uncharitable remark, or another trial to cloud your day. If you can make no other use of your misfortune, use it as a point of departure for a new and determined effort.
  4. Great leaders expect more from themselves than they do from others. Great leaders set an example for their followers by demanding more of themselves. They work more hours, take on more challenges, initiate more programs, and give the full measure of their energies to their work.
  5. Great leaders are not afraid to make tough decisions. Whether leading a nation or a corporation, every day the leader faces problems that require decisions. In some cases there is adequate time to think, assess, and evaluate all of the circumstances surrounding the problem, but quite often an immediate decision is needed. The good leader must make such decisions.
  6. Great leaders have a vision and utmost faith in themselves to fulfill that vision. Great leaders have all had their visions. They knew what they wanted to accomplish, visualized its outcome, and devoted all their energies and emotions to accomplish that vision. Most important, they truly believed in their own capability to do this.  It makes a great difference whether you go into a thing to win, with clenched teeth and the vision of winning firmly in your mind. Determination to win is half the battle.
  7. Great leaders are ambitious for themselves, their companies, and their people. One of the saddest things in life is to see men and women with a faded ambition, a lost life aim. No quality requires more guarding than ambition. It will not live and keep growing if it is not nourished; and the moment we begin to disregard it, we begin to go downhill. If your ambition is not alive, you should strengthen it in every possible way. Visualize the thing you want to be; keep it in your mind constantly; and work for it with all your might.

http://www.utahpulse.com/featured_article/seven-traits-great-leaders

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Artist Carlo Van de Roer www.carlovanderoer.com

Artist Carlo Van de Roer www.carlovanderoer.com

Get back to the core: revamp your people, process and a bit of technology

Acting to a changing context is one of the central themes of this blog. This post is a good starting point for any operations manager!

Artist Sarah Carter Jenkins

Artist Sarah Carter Jenkins www.sarahcarterjenkins.com

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By Christopher Musico February 18, 2009 7:31AM at http://www.crm-daily.com/story.xhtml?story_id=64669&full_skip=1

With tighter budgets, it is becoming harder to invest in sexy new technology or hire more agents to do a better job. Many experts advise that this is the time to do more with what you have, not experiment. This means getting back to the core — revamping the people, processes, and technology your contact center already has available.

For years companies viewed their customer service hubs as cost centers, simply a piece of the organization that tried its best to soothe angry callers, answer their product questions, and keep them happy enough to not leave the company.

There was no perceived additional value that the contact center could bring to the organization.

In today’s business environment of rampant price and product commoditization, companies and industry pundits alike are starting to proclaim contact centers are taking on a whole new meaning to organizations. More agents are incorporating cross-selling and upselling when applicable, since many organizations now realize the contact center is the primary touch point for consumers.

“The macro trend we’re seeing is that customer service is the sole differentiator out in the competitive marketplace,” explains Zachary McGeary, associate analyst at Boston-based industry analyst firm Forrester Research. “Not only acquiring new [consumers], but retaining them is that much more important today.”

No matter where one may turn, doom-and-gloom news about the state of the global economy has gripped both businesses and consumers with fear about what will happen to their bank accounts and stock portfolios, making customer service more important than ever.

“The way we’re looking at this is that the economy itself shouldn’t really change the way things should have been done,” McGeary says. That doesn’t mean contact centers will still have the same amount of money to invest in delivering this quality experience.

“Customer service is the last place that most companies will spend,” declares Christine Henderson, manager of customer service for Brisbane, Calif.-based IGN Entertainment, a unit of Fox Interactive Media, an Internet media and services provider focused on the videogame and entertainment markets. “Being able to be a nonconcern during an economically concerning time is fantastic because it means I know I’m not putting any pressure on my company.” While Henderson’s customer service team may be excelling during this time, it is the other contact centers that may have been treading water before the recession hit that need to do some soul-searching.

But with tighter budgets, it is becoming harder to invest in sexy new technology or hire more agents to do a better job. Alternatively, many say to do more with what you have. “This isn’t the time to be experimenting with new technology,” McGeary warns. This means getting back to the core — revamping the people, processes, and technology your contact center already has available.

Remember the 80:20 Rule? Eighty percent of total potential value can be achieved from just 20 percent of the effort!!

For the full story: http://www.crm-daily.com/story.xhtml?story_id=64669&full_skip=1

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Artist Sarah Carter Jenkins

Artist Sarah Carter Jenkins www.sarahcarterjenkins.com

Grown from bits: Best buy business approach

I posted various items about Best Buy’s management approach. The book “Why Work sucks and how to fix it” describes the approach in detail. This item  on http://www.bnet.com/2436-13059_23-237252.html gives more insights.

Artist Ivan Dzyuba

Artist Ivan Dzyuba

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There’s no shortage of approaches to organizational and performance management — from balanced scorecard and total quality management to management by walking around and rightsizing, just for starters.

One of the latest and most intriguing: the Results-Only Work Environment (ROWE), a management philosophy pioneered by Best Buy that lets employees decide what to work on and when. Giving them control over their time, the theory goes, makes employees not just happier but significantly more productive.

The idea seems radical — unlimited paid vacation time, no schedules, no mandatory meetings, and no judgments from co-workers and bosses about how time is spent. Both the press and business gurus alike have lauded Best Buy for reinventing its culture. But is it a model others should follow? Is it demonstrably more effective than traditional approaches?

We took a closer look at ROWE to find out where it works (and where it doesn’t), and to see how it compares with other methods.

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I see one flaw. How ROWE to apply in scheduled work environments, where customer contacts are determining the work load?
Artist unknown

Artist unknown

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