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Sunday, August 26, 2012

Successful Management - 10 Simple People Skills

Getting the best from your people is vital if you are to make the best progress in your business or organization. Much comes from the way you interact personally and here are just ten key actions to take to build great, fulfilling and productive relationships...

This might be a bit of a no-brainer for you.

If you have any role at all in managing people, you need to ensure that you develop great people skills.

Successful Management - 10 Simple People Skills

By building rapport, you will develop ongoing, productive relationships with all of your people, which will give you an enormous return on the efforts you put in.

Here are ten things you can do, all of them easy, which will remarkably change the response you get from your people, the key asset you have in your business or organization:-

Just Have Conversations About anything! Talking to and more importantly, listening to your people regularly and informally is a great asset. It doesn't matter what it's about, Your understanding of them and their trust in you will magnify if you devote priority time to this each and every day. Listen & Show you are Listening Take the time to really listen to each of your people, rather than just tell. If you truly hear, they will respond. Hearing is more - it is about what you do with the stuff you've listened to. And by using your face, your body language, eye contact and what you say (see 3 below), you will go a long way to showing that you are listening closely. Ask Another Question Such a simple tactic. Ask secondary questions about what you've been told. Nothing, but nothing builds rapport and relationships like this. It shows that what they have been telling you is valuable, is interesting and builds their confidence. And you have been there to make that happen. Support Your people need you to help them along the way. With your support, they will flower and grow. Support is what they hear from you - it works both ways. Coach Don't get bogged down with technicalities. Coaching is about helping them see where they want to get to from where they are now. It's about exploring the possibilities - their possibilities, not yours and calling to action. Simple as that. Clear Expectations By ensuring that all your people know exactly what you expect of them, they will tune in to delivering it. Confusion over performance is demoralizing and saps energy. Take the time to be clear. Pay attention In any conversation with your people, take the time to give your full attention. Do your utmost to avoid being interrupted or distracted and truly value them for what they are saying to you - or the message you are giving them. Show an Interest in Them These are real people and if you delve a little, it will show up. Having a real interest in who they are, their hopes and fears, their passions and what's important to them makes a big, big difference to how they perceive you. Get to know the name of their dog, if their dog is their most prized possession! Follow Through During conversations you may offer actions that will be of value to them. Responses to what they have said to you. Make sure that you deliver these. Follow up and report back. Take actions you say you will. If you can't, tell them why. Remember Conversations When you have subsequent conversations, recall something that was said previously and bring it up. This is hugely rewarding for them and lets them know that they said something of value.

Great managers really understand their people and work out ways to get the best out of every one of them.

Maximizing value from the most valuable asset you have in your business.

Your people.

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(c) 2008 Martin Haworth is the author of Super Successful Manager!, an easy to use, step-by-step weekly development program for managers of EVERY skill level. You can get a sample lesson for free at http://www.SuperSuccessfulManager.com

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Wednesday, August 22, 2012

Effective Change - Crisis Management

Introduction - Change Vs Crisis

Man is naturally endowed with some positive but opposite life tendencies. We, the human beings, like serenity as well as adventure, enjoy isolation as well as association, adopt originality with novelty, chase imitation along with innovation, pursue stability along with mobility, assimilate classical stuff and modern items, and so on & so forth. The presence of opposite tendencies may create conflicts at some occasions. A persistent conflict creates confusion mentally and divergence behaviorally. The situation may rob the stability or satisfaction level of a person, while the human beings want to live a stable-satisfactory life. In addition, human nature is dualistic, i.e., static as well as dynamic.

The innate conflict creates crisis or/and impels change. Generally, the static aspect of human nature impels towards durability of accrued successes of life while the dynamic facet of human nature impels towards better options of life, consequently, the composed life is disturbed, from time to time, due to inner dilemma. Lastly, human life is interactive phenomenon, the interactive situations compel towards change in life-pattern, now and then. Whenever a situation impels or compels for amendments, a person faces multiple options of adjustments. The situation demand adaptability towards conflicting pressures. A wrong or volatile adaptation may lead towards crisis, while a right or stable adaptation actualizes change.

Effective Change - Crisis Management

Change means to become different, in reality or in appearance or in both. Generally, everything, either material or immaterial, is elemental as well as structural. The elemental aspect forms reality while the structural aspect shapes appearance. In other words, the very structure of things/persons/institutions depends on some basic elements. For example, human personality is dynamic combination of mindset and behavior, things are outcome of idea and matter, and institution is systematic arrangement of human and non-human capital. A logical organization of basic elements shapes worthwhile things/individuals/institutions, for example, an essay explains an idea, it is composition of sentences, and sentences are shaped by words. A change of words/sentences/ideas will shape a different essay. A change is thus shifting/alteration of content or matter. A continuous change is essential aspect of universe, both animate as well as inanimate. At cosmic level, an effective change is an act of creation of natural phenomenon to realize Divine Ideals. At human level, an effective change is an intentional effort of a person towards something anew. It is noteworthy that Change Desire is inherent urge of human nature, persons chase relentlessly new options.

Crisis is a time of great confusion, conceptually and practically. During crisis problem is at its worst point, so that an immediate response is required to manage crisis. A crisis is recurring phenomenon of life, both individual as well as collective, however, crisis can be converted into change through intentional human efforts. There exists some visible-invisible links between change and crisis. Generally, crisis is outcome of unexpected change or wrong adaptation on change or rigidity towards change phenomenon. A true knowledge about change factors and wise response to multiple conflicts turns crisis into change. In addition, an intentional change may become crises due to mishandling of redundant aspects of change process.

It is noteworthy that a change must create some transitory crises. It is adoption of universal values or eternal principles that put a fence against redundant changes / wrong adjustments. During crises management, the realization of desired outcome is possible through root cause analysis of crises and objective management of change factors. It is pertinent to clarify the distinction between disaster and crisis. A disaster is a sudden calamity that cannot be avoided/managed through granted human powers or normal means, while a crisis is a hardship, partly expected and partly unexpected, and it can be avoided or managed through granted human powers or normal means.

Nature of Change - Revolutionary / Evolutionary Aspects

Life is continuously growing phenomenon. Generally, things are developed through step by step process. For example, during essay writing, a person collects information, sketches the outline of essay, and starts sentence-making. The set of sentences around one idea shapes paragraph. The set of paragraphs around main idea shapes an essay. A person can improve his essay through better knowledge, words, & phrases. The enhanced knowledge/superior construction would improve the outlook of essay. Ultimately, a final draft of essay is shaped through gradual process. The gradual development of something around an idea or foundation is called evolution. The slow progression is crucial for sustainable adaptability. On the other hand, a revolution means shifting of central idea or redefinition of foundation.

For example, an idea is central during essay writing. Any change in idea will change the structure of essay. The new essay is revolutionary outcome due to change in central or focal point. More specifically, an evolution maintains previous achievements and moves gradually while a revolution is heedless towards small achievements. A positive evolution is science-based and intellect driven effort while positive revolution is science-based and intuition-driven effort. During revolution person is focused towards idea or ultimate truth. It is noteworthy that, in totality, change is revolutionary-evolutionary phenomenon. The adoption of an innovative idea is revolutionary act, while the gradual improvement of idea and its proper execution are evolutionary works. The attuned revolutionary-evolutionary actions reinforce each other and shape a change. The creative/innovative propensity of mankind motivates towards revolutionary changes of persons/institutions/systems, now and then, while the habitual/imitative propensity of mankind is prone towards evolutionary changes. Practically, during revolution a quantum leap is adopted while a piecemeal effort is opted during evolutionary process.

Bases of Change

The very basis of every change is Divine Urge towards change, so that the natural scheme of creation is purpose-driven and dynamic. Human desire towards change follows the Divine-Pattern of change; it is purpose-driven and dynamic, too. Change is permanent feature of life, it is happening everywhere. Normally, change takes place at three levels - product, person, and institution. At product level, it is necessity that motivates towards change. The necessity-driven changes shape inventions and innovations. The journey of civilization is heavily indebted to countless technological changes based on necessity phenomenon.

At individual level, it is human nature that inspires change. Human nature has three levels - potential, actual, and interactive. The potential nature is unconscious & spiritual, the actual nature is conscious and material, and the interactive nature is collective & cultural. The collective nature is partially conscious but dominantly unconscious. It is human nature that exerts pressure for change to manifest inner possibilities and/or to realize outer options. A change is either positive or negative. A positive change is fruitful for self and others while a negative change is harmful for self and others. For example, human personality can be changed; it can be made either harmful or fruitful.

The basic pillars of human personality are faith, knowledge, wisdom, and manners. Faith and knowledge are original traits while wisdom and manners are derivative traits. Any change in original traits changes reality of an individual while a change in derivative traits will alter the appearance of an individual. At institutional level, the very bases of organizational behavior are some success factors and a few performance indicators. The success factors are basic elements of organizational behavior while performance indicators are advanced features of an organization. Any change in success factors will change the structural aspect of institution while a change in performance indicators will alter the performance of institution. In institutional realm, some variables are success factors as well as performance indicators. The prominent dualistic variables are leadership, strategy, business location, and customer care. These variables are utilized extensively during institutional crises/changes.

Worst Crisis - Individual & Institutional

The severity of a crisis is difficult to quantify due to multiple subjective aspects of crisis. Moreover, a universal ranking of crises is statistically impossible. Generally, mental or physical ailment is considered the worst personal crisis. The inability of a person to address properly the innate conflicts shapes worst individual crisis, i.e., psycho-physical ailment. The crisis is worsened due to incompatibility of mindset/behavior with human nature. At institutional level, the worst interactive crisis is liquidity crunch. The very basis of liquidity crunch is improper time-management, low morale, arrogance during dealing, lavish or miser spending-patterns, and ineffective leadership. Liquidity crunch creates conditions of urgency at institutional level. It may lead towards urgent sale of marketable items for ready cash. An urgent sale is generally a wrong sale. It is noteworthy that urgent efforts normally rectify the mistakes of others. By and large, the worst institutional crisis is avoided through effective time management, managerial courage on innovative ideas/institutional values, effective communication, and effective money management. These variables are highly supportive during crisis/change.

Institutional Crises & Effective Institutional Response

Institution is contractually defined and progressively evolved phenomenon of interdependent individuals, it works under the leadership of an entrepreneur. The natural life of an institution around an innovative idea is about 25 years. The innovative idea is brainchild of innovative entrepreneur. During natural life, a redefinition or reorganization of institution is needed from time to time to maintain long run stability. An institution needs during his natural life two levels of organizational stability - lower and higher. The lower level stability is needed to manage a crisis that has been occurred due to some wrong steps, already taken. It demands efficiency (doing things right) in the institutional set up.

The lower level stability is achieved through implementing better managerial techniques such as benchmarking, TQM, and Quality Circles. The higher level stability is needed to manage a crisis that may occur due to some internal/external threats. The higher level stability environ is needed to avoid some forthcoming crises, anticipated threats. It demands effectiveness (doing the right things) at leadership/institutional level. It is noteworthy that the lower and higher levels of stability are mutually reinforcing, both are essential. They are inevitably required to cover multiple phases of institutional life or to complete the natural life of an institution or to make a safe transition of institution from one generation to next generation. An efficient-effective institution is stable during crises and well-performing during change.

Reactions on Change Effort

The ultimate rational of change is realization of better options of life. The beneficiary of change will determine the significance of change. A desirable change is win-win for all and sundry, at least in the long run. However, a change may create win-loose/loose-win/loose-loose situation for concerned persons. The situation will lead towards reaction from concerned persons. The beneficiary welcomes the change while the non-beneficiary reacts. In addition, the beneficiaries are either eligible or ineligible, and they may also react wrongly. The eligible can be managed through effective communication but the ineligible are managed only through judicious counter resistance. It is noteworthy that the ineligibles or cunning are always minority and they maneuver situation to reap maximum benefits of something. A strategic-tactical move is needed to manage reaction of corrupt or ineligible people. Generally, a communicative approach is required to convince eligible while a stick-carrot approach is applied to control ineligibles.

Failure of Institutional Change Efforts

Changes are initiated from time to time to improve institutional working. A wrong initiation or inappropriate progression or improper termination of change process leads towards crises; such crises indicate failure of change efforts. The failure is outcome of multiple reasons, both conceptual as well as procedural. More specifically, the failure of change efforts is generally outcome of static approach towards technological development, cosmetic approach towards human resource development, micro approach towards executive development, and quantity approach towards organization development. There are certain variables that play a significant role during successful crisis/change management.

1. Significance of Technology during Change/Crisis

Technology is manifestation of knowledge and utilization of wisdom. It is quest of mankind for better life options. Consequently, technology actualizes better options of life for mankind. Moreover, superior technology itself is better option because it addresses pressing concerns of life. In addition, a challenge or threat is inevitable aspect of life. It compels towards adaptability. The scientific adaptability of persons/institutions means invention or innovation. A fruitful technology responds / preserves upcoming change forces and paves way for better changes.

2. Significance of Competition during Change /Crisis

Life is competitive-cooperative phenomenon. We compete with each other during multiple life struggles. A change process must create some transitory dilemmas. During competition, an opponent may utilize maneuvered tactics towards transitional outcomes of change. The opponent can present passing ambiguity of change as forthcoming crisis through magnifying minor and eye-catching deficiencies, staff or stakeholders may loose interest at crucial moments of change process, effective leadership is earnestly needed at these vital moments otherwise a positive effort may become a crisis due to wrong termination or halfhearted completion of change effort.

3. Significance of Time Efficiency during Change/Crisis

A crisis can be converted into change through inventions, innovations, and entrepreneurship. A person or institution faces multiple challenges. These Challenges are either chronic or acute. The chronic problems of an institution are - structural rigidity, low trust among stakeholders, communication gaps, absence of shared- vision, fragile discipline, and absence of integrity, esp., at leadership level. The chronic problems lead towards acute outcome or crises such as liquidity crunch, workers turnout, litigation, burnout, and financial loses. An effective leadership receives signs of institutional problem timely and responds swiftly. A lethargic response at leadership level or micro response at system level converts troubles into problems; a persistent negligence converts curable problems into some chronic problems. It is temporal intelligence, work momentum, and proactive behavior that may avoid acute outcome of chronic problems or may prevent chronic situation due to negligence.

4. Significance of Governance during Change/Crisis

At institutional level, some problem are infectious, they create and reinforce related problems. In addition, some problems develop networking and may convert into a bigger problem. The networking of problems is generally outcome of bad governance or managerial corruption. It is bad governance that gives a permanent and bigger shape to small and independent problems. The two major menaces of bad governance are lethargy and corruption at leadership level. A merit-based system or good governance is vigilant to all problems at its earlier phase. The major chunk of problems is solved promptly/automatically due to meritorious system.

5. Significance of Synergy during Change/Crisis

At initial level of creation, things or persons or institutions are dependent. Overtime, they become independent; now, they are useful for self and others. However the benefit level remains low due to countless limitations. Human intellect / intuition discovered some interactive rules to enhance benefit level. The correct understanding and proper execution of interactive rules creates some extra benefits for all. The act of innovative addition of strengths or synergy is an important aspect of change management. The rule suggests that every new change, either evolutionary or revolutionary, must preserve the achieved benefits otherwise the very purpose of change, i.e., accumulation of benefits, is defeated. The interactive rule suggests that cooperation between two consecutive/related excellent persons/procedures will produce more than double excellence. For example, an institution adds a new item in her service line, the new venture will require less investment, human and non-human, but it will create greater benefits. Or a strategic alliance among law consultant, IT consultant, and business consultant will enhance effectiveness of a consultancy firm.

6. Significance of Leadership during Change/Crisis

Leadership is essential aspect of life. At institutional level, leadership is inevitably required during institutional change efforts. Leader/Entrepreneur initiates, sustains, and develops institutions. The entrepreneurial struggle encounters changes and crises. Leadership inspires during change and supports during crises. In addition, a crisis or change is practical test of leadership. An effective leader becomes great through effective change/crisis management, while a weak leader is polished during crises/changes. A crisis or change is thus a real test of leadership, only true leaders can mange crises or changes. It determines freshly area of effect of a leader.

Concluding Remarks

Change/Crises Management is essential aspect of any entrepreneurial struggle. There is no hard and fast rule to manage crises/changes; it depends dominantly on leaders' profile. However, we can mention a few generalized aspects of an effective leader during change/crisis.

Firstly, Leaders are farsighted conceptually and utilize forecasting, simulation, and guesstimate about upcoming threats/challenges/opportunities.

Secondly, they adopt anticipatory measures to avoid possible crises or to capture promising opportunities.

Thirdly, leaders adopt supportive approach of management during crisis/change. They are inspirational during change and supportive during crises.

Fourthly, they respond to some real crises through proactive strategies/tactics rather than reactive strategies/tactics. During crises they remain Positive, Pragmatic, and Patient. The approach and attitude mitigates loses.

Fifthly, they concentrate on better and new equilibrium of factors during multiple crises/changes as compare to previously achieved equilibrium. The innovative equilibrium is comparatively superior to earlier equilibrium.

Finally, they learn lessons from crises, openly and heartily.

Effective Change - Crisis Management

Muhammad Ilyas
CEO
SMCSE

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Wednesday, August 15, 2012

Organizational Change - Four Key Management Strategies For Leaders

Every leader faces the need for change. Determining the need for change is based on numerous internal and external factors. Once a leader has determined that change is necessary, he or she must be diligent in managing the change process. How a team is guided through the change process ultimately determines its success or failure. Thriving organizations have leaders who know how to manage the change process.

The following steps are essential components to successfully manage the change process:

Change Management

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Step 1: Set up an accountability system that clearly outlines who is responsible for each important aspect of the change process.

Organizational Change - Four Key Management Strategies For Leaders

Once a leader has determined that a significant organizational change is necessary, a change leader should be identified. The change leader is responsible for overseeing each aspect of the change cycle including planning, implementing, monitoring, and transitioning into routine business. The change leader must be empowered by senior leadership in order to succeed. A change leader must be able to direct resources and staff from all levels of an organization to effectively drive organizational change. For large initiatives, a change leader will need to assign responsible parties for each major action area. In addition, each individual action item should have a responsible party. Accountability is necessary to ensure that the change process is focused and driven. It is also key to include representatives from a variety of levels and job functions in change planning and implementation. It is impossible for a leader to predict the impact that changes will have on every level and facet of an organization. By including a variety of staff, a leader is able to obtain a clearer picture of how the organization will be affected and will be able to achieve the greatest degree of success while avoiding or minimizing any negative impact.
Step 2: Effectively communicate with the change team and others impacted by the change.

The flow of information in an organization is its life force. To maintain and improve the strength of the organization, information must be shared upward, laterally, and downward. Regular communication is vital to a successful change process. The following must be clearly communicated to staff:

Why the change is necessary for the organization? Ideally this will include an overview of external and internal factors driving the change and the benefits to the organization. Who will be responsible for the change process? This includes identifying the change leader as well as the key team members responsible for major action areas. What mechanisms will be used to implement the change? This involves a description of the work plan and group processes that will be used to design, implement, and monitor the change process. Where staff assistance is needed to facilitate the change process? This includes clearly outlining how job duties will be affected and what is expected of staff during the change process. How the organization is progressing toward the desired change objective(s). This communication should occur at a regular frequency throughout the change process. It is important for the above information to be communicated in a timely and understandable manner to all staff impacted by the change. In addition, it is recommended that multiple forms of communication be used, including verbal (e.g., conference calls, voice mail) and written (e.g., e-mails, memos). Written information, such as phone lists and process flow charts, are more critical for staff that will need to frequently reference the information during the change process.

Step 3: Support the team in the challenges related to the process. Implement a mechanism to quickly problem solve barriers and answer questions related to the change process.

Successful change is dependent on staff understanding, investment, and focus. A team needs to be supported through each aspect of the change process. The following table suggests areas and examples of appropriate staff support:

Tools needed to get the job done: · Providing staff with revised policies and procedures and detailed written instructions regarding the change. Information needed to proceed with change initiative: · Set up daily meetings or an electronic site (via intranet and/or e-mail) where staff can ask questions and obtain assistance with issues. Staff training related to the change: · Providing staff with training on new policies and procedures, changes in their job function, how to communicate the change internally and externally, etc. Timely response for urgent issues:· Set up a quick response system for immediate issues such as a telephone tree with cell phone and pager numbers by area of issue.
Step 4: Acknowledge employee and organizational successes.

It is very important to acknowledge employee and organizational successes during the change process. This allows employees to know that their efforts are making a difference. People want to know that there is a meaningful purpose and a productive outcome resulting from their investment of time and energy.

Leaders can easily make the mistake of focusing on what is left to do and not taking enough time to celebrate the gains that have been made. While understandable, this mistake can lead to a loss of staff investment in the change process. If staff begin to think that an objective is unachievable, or that the organization will never be satisfied, it can lead to a reduced intensity of effort and even loss of employees.

Below are a few examples to acknowledge accomplishments along the road to successful change:

Thank you notes to staff for their investment and hard work related to the change initiative. Celebrations involving food, such as a cake with an applicable message, being brought into a staff meeting. Certificates of achievement for noteworthy staff accomplishments. Small gifts such as pens, candy, or gift certificates for special contributions. Leaders reporting on successes during meetings or in written communication. Staff will appreciate knowing that their contributions are recognized by leadership. They will also know that their time and effort is positively contributing to the organizational achievement of stated change objectives.

Organizational Change - Four Key Management Strategies For Leaders

Zohreh Piurek is the senior vice president of Piurek & Associates and a specialty consultant. She specializes in strategic planning, project management and leadership development. Piurek & Associates is a values-based firm specializing in the delivery of management consulting services to health and human service organizations. Zohreh can be contacted through Piurek & Associates' website at: http://www.piurek.com

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Saturday, August 11, 2012

How Leadership Affects Culture and Culture Affects Leadership

There has been so much written on leadership that there is very little I can really add. Leaders should be story tellers, communicators, holistic, strategic, encouraging, creative, conservative, risk taking, ethical, competitive, inspiring, and a whole host of other attributes that are too numerous to mention. There are 940 books currently available on the subject and it would not surprise me if you there were close over half a million articles on the subject. It is the bread and butter of every consulting firm throughout the world. With so much thought and insight, why is it still an issue?

The answer lies with culture. The entire purpose of leadership is to create a culture. In a large and well established organization it can be difficult for an outsider to implement a new culture. So, does leadership create a culture or does culture create a leadership? The answer to both questions is yes.

Change Management

Culture Affecting Leadership

How Leadership Affects Culture and Culture Affects Leadership

"I have been here 25 years." said the director of a large municipality. "I have outlasted 3 City Managers so far and I will outlast this one." That is the attitude that many leaders face, especially when they are brought in from outside organizations to run or manage large, well established ones. The negative cultures especially can undermine positive leadership as initiatives are actively undermined by managers who have a stake in the old culture. Whether it through manipulation or complacency, negative cultures can be create significant challenges for change.

Negative leadership, however, can have a fast, dramatic affect on a positive culture. WorldCom was a telecom leader and very innovative culture until Bernie Ebbers took over. While squeezing every cent he could from the environment and putting pressure on employees to work harder with less, he was pillaging the company. Turnover soared and, within a few years, WorldCom was bankrupt.

Culture as a Function of Leadership

Companies reflect the ethics of the leaders who run them. Bob Page felt like an outsider and had to hide his sexuality. When he built Replacements Ltd. he ensured that it would be a place that accepted diversity not just of lifestyle but of thought and would invest in building their community. Anita Roddick founded the Body Shop to show that you could build an environmentally friendly corporation that reflected her commitment to environmental activism. Jim Goodnight's commitment to work-life balance is part of the culture at SAS, the largest privately held company in the world. Jack Welch's commitment to being the best created an environment of excellence at General Electric. In each of these cases, the ethics of the leader became a central part of the culture.

The Obstacles to Culture Change

The real obstacles to culture change are what we call the internal obstacles. False ego, fear, complacency, and preconceived ideas create a negative environment. When change is introduced there is resistance, even when the change is positive. People learn different coping mechanisms to avoid the change such as hiding behind procedures, 'office cooler' talk or gossip and complaining, or actively undermining the initiative. The question then becomes how can leadership have a positive impact on the culture of an organization.

How can a leadership influence culture

Whether a leader comes up through the organization or is brought in from the outside to change the organization, there are ways that leadership can have an impact on culture.

1. Walk the Talk People observe what you do, not just what you say and the values of the leader, not just what they say, While Enron C.E.O. Kenneth Lay and his management team were stealing from shareholders, many of his traders were laughing how they were going to bankrupt little old ladies for their heating bills. This is the toughest part of leadership. Having worked with people who wrote books on the subject, I can tell you that often times their actions did not match their words and the affect was that a number of people had no respect for them. When you say you are going to do something, you need to follow through and do.

2. Rewards and enforcement are a function of ethics. .
We value what we recognize. How are people rewarded or recognized? For instance, if you want collaboration and teamwork and then reward people for 'hitting their numbers' then their energies will be on what they are recognized for. Jim Goodnight from SAS enforces that people only work 37.5 hours a week because they will be burned out if they work late hours and are therefore less productive. If 'yes' people are promoted, then the culture will see that conforming is the only way to succeed and you will create a hierarchical culture.

3. Be Passionate
Passion is contagious and people like to be part of it. As the saying in the Marine Corp. leadership program goes, "People will follow you because they have to or because they want to and who do you want with a gun at your back?" When you inspire people to make change, you literally reprogram their brains and they will take ownership to ensure success.

4. Get Networked with the Organization
Many senior leaders are very removed from the front lines, which is literally where the tire hits the road. These are the people who ultimately create the culture. Many leaders really only interact with their direct reports, which gives them a skewed sense of what is going on. What is really happening at the front lines of the organization? Who are the enablers and resisters in the organization? That is the one advantage of promoting within the organization - they know the people. Of course, the problems within the organization may call for new leadership. Either way it is important to be networked in the culture. There is the culture you have and the culture many leaders think they have.

A number of years ago, I heard this story from a client. He was upset that the organization was getting rid of their smoking rooms because smoking was being banned by law from the entire building. "Even though I don't smoke," he told me. "I was amazed by what was happening in there. People were really talking without regards to title because they had one thing in common - an addiction. One day a Senior Vice President came to me and told me about this guy he was talking to who had a number of very good suggestions regarding labor relations he wanted to implement. He asked me who he was, I looked it up and found out he was part of the custodial staff. He was literally the janitor."

Leaders need to remove the layers around them and build in "smoking rooms".

5. Communicate clearly
It may sound like an obvious statement but in the absence of clear communication there is unclear and informal communication, i.e. gossip. Gossip can undermine any change and have a negative impact on the culture. People appreciate honest and straightforward communication, even when it is negative. The worst part is not knowing.

How Leadership Affects Culture and Culture Affects Leadership

Michael Rosenberg is an internationally-recognized thought leader in the area of learning, change and talent management. He is the author of the Flexible Thinker, the Flexible Thinker Guide to Extreme Career Performance and the Thomson-Reuters book Best Practices of Retention as well as numerous publications throughout North America. His is a coach, facilitator and consultant whose programs include the Flexible Thinker, Extreme Performance, The Actor's Way to becoming an Effective Facilitator and Presentation Skills for Sales Professionals. His website is http://www.oyginc.com where you can sign up for his free bi-mohtnly e-zine and he can be reached at mike@oyginc.com.

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