Monday, March 2, 2015

Values and Behaviors in Sixth Grade Language: Leadership

Five months ago, I concluded a short series on this blog in which I self-examined the core values of my association through the lens of six rules for living your organization's values, which were authored by a successful executive of a pharmaceutical company. In the concluding post to that series, I identified a handful of actions I planned to take; things I believed would help me and my organization better live the values we had defined.

One of those actions was a commitment to phrase our values--and the observable behaviors associated with each that would help us understand when we were living up to them--in simple, sixth grade language. Doing so, I said, would make them more memorable--for my team, yes, but more importantly for me, who had an obligation to reinforce their important role in our organization by calling out instances in which people were and were not acting in accordance with them.

Well, it's five months later, and I haven't yet made good on that commitment. I've meant to. Multiple times. It's been on my to-do list, and I've sent myself numerous reminders, but I haven't yet forced myself to sit down on do it.

Until today, that is.

Here's the way I figure it. As long as I'm already taking an hour or so each week to think about and write one of these blog posts, and as long as one of the purposes of this blog is to "work out loud," a reflective and community-engaging analysis tool that helps me do my job better, than what better idea could there be than to do the work here, leveraging the time I'm already dedicating to this task. So, here goes.

Our first core value is Leadership, which we define with the statement, "We lead the organization in creating new value for our members." It has eight observable behaviors associated with it, and here is a chart where I'm attempting to show a before-and-after comparison after applying the "sixth-grade" test to each one.


LEADERSHIP
We lead the organization in creating new value for our members.

BEFORE
AFTER
1
We are concise and articulate in our speech and writing.
We are brief and to the point.
2
We minimize complexity, and look for efficiencies that can be shared across the organization.
We keep things simple.
3
We bring purpose and understanding to complex and uncertain environments.
We find paths for others to follow.
4
We engage others in iterative processes that result in higher levels of value and engagement.
We engage others in our work.
5
We think strategically, make wise decisions despite ambiguity, and act with intention.
We think about the big picture.

6
We challenge prevailing assumptions, suggest better approaches, and create new ideas that prove useful.
We try new things and keep what works.

7
We exhibit a bias towards action, and avoid analysis-paralysis.
When uncertain, we act.

8
We take smart risks, learn from our mistakes, and share lessons with others.
We take risks and share our mistakes.


Okay, you caught me. I did some of this work in a previous blog post. But I have made some refinements since then. And I am going to tackle one of the other three values in each of the next three weeks.

Reviewing my work on Leadership, I think I need to boil things down even more. Eight behaviors are going to be hard to remember and keep track of, no matter how simply they are described. But the simple language does make it easier to identify common themes, and from those common themes, I think I can begin to see a very short list of actions that would be preferable in almost any situation we find ourselves in.

For Leadership, that short list of actions might be:

1. Actions that seek to engage others, simply and clearly, in the work of the association. Leaders do this effortlessly. They tear down barriers to engagement and shine a light on the path people need to travel to find value. Their communications are brief and to the point, and the steps they ask people to follow logically flow from one to the next. Drafting a Board meeting agenda, selecting speakers for a conference, providing resources through a website--whatever the task, the goal is the same. Make it easy for people to connect to the value we're providing.

2. Actions that demonstrate an awareness of our larger mission, and attempts to better connect our activities to it. Leaders take risks, but those risks are always tempered by honest attempts to fulfill a larger purpose. A risk that has no potential of contributing to the mission is not worth taking, and actions that only serve the needs of a certain segment may not provide the leverage an organization needs for sustainability. New courses of action are to be encouraged, especially when the way forward is unclear, but people must be able to explain how the new action serves our mission, or multiple stakeholders.

I could go on in each of those areas, but I think that's all I'm going to do this week. It may be better to tackle the remaining three values in the same fashion, and then come back and compare the different short lists for even more consolidation.

Stay tuned.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

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http://blog.hellersearch.com/blog

Monday, February 23, 2015

Values Advice for New Employees: Teamwork

Three weeks ago, I starting sharing the advice I gave to my association's newest employee, who had recently passed her three-month anniversary with our organization. The advice was focused specifically on our core values, and I offered it to her three-months in (rather than on her first day) on the presumption that it might have more meaning and impact for someone who had spent some real time in our organization.

I've already talked about our core values of Leadership, Enthusiasm, and Integrity. This week, let me share what I told this person, new both to our organization and to the world of associations, about our final core value: Teamwork--where each individual must work with others to deliver exceptional service.

This one may seem like it goes without saying. Is there an organization out there that doesn't rely on effective teamwork to serve its customers and achieve its other objectives? Maybe not, but we included it as one of our four core values because of how critically important it is to us and our environment. Every association I know of struggles with a mismatch between how it organizes itself internally so that it can get the work done and with how its members want to interact with its programs and services.

What do I mean by that? Well, we, almost by necessity, create silos in our organizations. Sometimes they're called departments. Sometimes they're called project teams. Sometimes, and at their most fundamental level, they're called job descriptions. We create task lists, and give people, teams and/or departments responsibility for doing them. And those people, teams and/or departments often do them with diligence and high levels of competency.

But inevitably, a member, in any single interaction with the association, will need to tap the resources of more than one silo in order to receive the service they expect and deserve. They're registering for the conference, but they want to make a donation to the Foundation. Or they have a question about the industry statistics we just released, but really need to reference one of our published standards in order to find the answer. Or, often most perplexing of all, they want something the association doesn't currently provide, but which could be developed by more than one silo.

The challenge, of course, is that the member has no idea how the silos in our organization are organized. Nor should they. It's incumbent upon the organization to coordinate effectively with itself to deliver the information the member needs, regardless of how many people, teams, or departments need to interact seamlessly with one another in order to do it.

So that's the reality of our world. What should a new employee do to survive and thrive in that environment? Two things.

1. Be curious about the work that other people do. We've already put you into a silo. Hopefully, it's made out of glass so you can see what's going on around you, and hopefully, there's a door that will let you get out and visit some of the other silos from time to time. Do that. Don't install a lock on your door and paint your windows black. Learn as much as you can about what the other people, teams, and departments in the organization are doing, and the kind of resources and solutions that they offer our members. Members are going to ask you questions that you won't be able to answer unless you know how we've organized our silos and what kind of value can be found within each one.

2. Offer to help before you are asked. In my experience, this is the single most important thing that breeds effective teamwork in an organization. Everyone needs help, but human nature sometimes keeps us from asking for it. Maybe we're making a decision without a critical piece of information that is buried deep in another silo. Maybe we think we are the only person who knows how to do a certain task. Maybe we're convinced that our value to the organization is defined by how much work we can get done. It doesn't matter why we're not asking for help. When you see someone who needs it, give it to them. No strings attached.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

Image Source
http://resourcefulhumans.blogspot.com/2013/09/culture-of-teamwork.html

Saturday, February 21, 2015

Black Hole by Charles Burns

I’m not much into graphic novels, but I thought I’d give this one a try after hearing about it on one of my favorite podcasts. Here’s a piece from the blurb on the front flap on the edition I have:

The setting: suburban Seattle, the mid-1970s. We learn from the outset that a strange plague has descended upon the area’s teenagers, transmitted by sexual contact. The disease manifests itself in any number of ways--from the hideously grotesque to the subtle (and concealable)--but once you’ve got it, that’s it. There’s no turning back.

As we inhabit the heads of several key characters--some kids who have it, some who don’t, some who are about to get it--what unfolds isn’t the expected battle to fight the plague, or bring heightened awareness to it, or even to treat it. What we become witness to instead is a fascinating and eerie portrait of the nature of high-school alienation itself--the savagery, the cruelty, the relentless anxiety and ennui, the longing for escape.

And that is what the novel is--although at times it is more eerie than fascinating. Fulfilling many of my own stereotypes about graphic novels, Black Hole fails in being a fascinating drama about its characters (indeed, often, it’s hard to tell one character from another), but it succeeds in painting an eerie and lingering portrait of the helplessness and aching emptiness that accompanies our transition from teenager to adult.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

Monday, February 16, 2015

Values Advice for New Employees: Integrity

Two weeks ago, I starting sharing the advice I gave to my association's newest employee, who had recently passed her three-month anniversary with our organization. The advice was focused specifically on our core values, and I offered it to her three-months in (rather than on her first day) on the presumption that it might have more meaning and impact for someone who had spent some real time in our organization.

I've already talked about our core values of Leadership and Enthusiasm. This week, let me share what I told this person, new both to our organization and to the world of associations, about Integrity--where each individual must act with honesty and professionalism in all their relationships.

One thing that many people new to the world of associations struggle with is the inherent ambiguity in our environment. Unlike some corporate cultures, there is often not one person clearly in charge of every decision or program. Board members, the staff executive, volunteers, program managers--they all exert some level of influence and leadership in our world. Indeed, this fact is one of the main reasons why Leadership is identified as one of the core values of our organization. In order to achieve our objectives, every member of the staff has to take responsibility for leading the organization forward. Taking the most positive of perspectives, this means every person in our value chain has a tremendous amount of authority and accountability for our success.

But that reality can sometimes create conflict and negativity. Even when people act with the best of intentions, ambiguity about whose job it is to do certain tasks, or about who is making decisions on how to move forward, or about who needs to be informed or consulted about certain courses of action, will often lead to uncertainty and disagreements.

When that occurs, keeping our value of Integrity--acting with honesty and professionalism--is critical.

Accept the inherent ambiguity in our environment. Don't ignore it, don't resist it, don't try to fix it. Simply accept the idea that things are uncertain, and that we must act with honesty and professionalism despite that uncertainty. When things get heated and tempers flare, be the person who keeps their cool and reminds everyone that acting with collective confidence and support is almost always more important than taking any specific action. In our complicated environment, where priorities often conflict with each other and where leadership is often diffused across the organization, remember that the only people who help us find the solutions we need are those who can honestly accept our limitations and build professional consensus around particular courses of action.

That might be difficult for a newcomer to understand, but it is absolutely essential to our success.

Stay tuned. Next week I'll share my advice for new employees to live our fourth core value--Teamwork.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

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http://www.targettraining.eu/giving-advice-across-cultures/

Monday, February 9, 2015

Values Advice for New Employees: Enthusiasm

Last week I starting sharing the advice I gave to my association's newest employee, who had recently passed her three-month anniversary with our organization. The advice was focused specifically on our core values, and I offered it to her three-months in (rather than on her first day) on the presumption that it might have more meaning and impact for someone who had spent some real time in our organization.

Last week, I talked about our core value of Leadership. This week, let me share what I told this person, new both to our organization and to the world of associations, about Enthusiasm--where each individual must be excited about growing as individuals and about growing the organization.

There are two things to focus on, I said. The first, and most important, is to develop an association professional mind and skill set.

People come to associations from all walks of life. Ask around, and you'll discover that almost everyone simply "fell into" this line of work. Very few intentionally set out to become an association professional, but for everyone who today considers themselves that, there was a moment in the midst of their careers when they either realized or decided that was, in fact, what they were and wanted to be.

A new employee is starting one kind of journey when they start working for a new organization. That naturally brings a certain level of excitement and enthusiasm to the situation. But one way to heighten that sense is to decide that the job you've just gotten is more than a job--it is the start of a career, and specifically, a career in association management. That's a journey of a completely different stripe, and becoming excited and enthusiastic about developing skills that will help grow that career--not just help you do your job--will pay dividends both to you and to the organization. After all, a domain specialist has only so many places to grow within one organization. An association generalist is a much more valuable commodity to our organization, and there will always be opportunities for growth available to those individuals.

The second thing to focus on is sharing and celebrating successes.

Many of the veterans in the office (myself sometimes included) get so wrapped up in getting the work done that we sometimes forget to take the needed step back and commemorate the important milestones associated with the growth of ourselves and the organization.

But you, as our newest employee, can bring a fresh perspective to this question. Your successes, and the ones you help the association achieve, must be celebrated. It will not only increase your own sense of accomplishment, it will visibly remind the rest of us that we should be doing the same thing. We have to stop focusing on just the trees. We need to step back from time to time and celebrate how much our forest has grown.

Stay tuned. Next week I'll share my advice for new employees to live our third core value--Integrity.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

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http://www.brillianceinc.com/why-brains-hate-advice/

Saturday, February 7, 2015

Interpreter of Maladies by Jhumpa Lahiri

For a while I was ritualistically adding fiction that had won the Pulitzer Prize to my bookshelf, and this collection of short stories is one of them. Here’s what the back cover has to say:

Winner of the 2000 Pulitzer Prize for fiction, this stunning debut collection unerringly charts the emotional journeys of characters seeking love beyond the barriers of nations and generations.

And I very much agree with that summary. In the opening story, A Temporary Matter, we meet Shoba and Shukumar, a married couple moving in different directions after the stillborn death of their first child. The titular temporary matter refers to a series of scheduled brown-outs while linemen work on electrical cables in their Boston neighborhood, but could just as easily refer to their marriage and their feelings for each other. The story is mostly told from Shukumar’s point of view, and is filled with his reminiscences of the time before Shoba’s pregnancy, and how his feelings for her have changed.

She was the type to prepare for surprises, good and bad. If she found a skirt or a purse she liked she bought two. She kept the bonuses from her job in a separate bank account in her name. It hadn’t bothered him. His own mother had fallen to pieces when his father died, abandoning the house he grew up in and moving back to Calcutta, leaving Shukumar to settle it all. He liked that Shoba was different. It astonished him, her capacity to think ahead. When she used to do the shopping, the pantry was always stocked with extra bottles of olive and corn oil, depending on whether they were cooking Italian or Indian. There were endless boxes of pasta in all shapes and colors, zippered sacks of basmati rice, whole sides of lambs and goats from the Muslim butchers at Haymarket, chopped up and frozen in endless plastic bags. Every other Saturday they wound through the maze of stalls Shukumar eventually knew by heart. He watched in disbelief as she bought more food, trailing behind her with canvas bags as she pushed through the crowd, arguing under the morning sun with boys too young to shave but already missing teeth, who twisted up brown paper bags of artichokes, plums, gingerroot, and yams, and dropped them on their scales, and tossed them to Shoba one by one. She didn’t mind being jostled, even when she was pregnant. She was tall, and broad-shouldered, with hips that her obstetrician assured her were made for childbearing. During the drive back home, as the car curved along the Charles, they invariably marveled at how much food they’d bought.

It never went to waste. When friends dropped by, Shoba would throw together meals that appeared to have taken half a day to prepare, from things she had frozen and bottled, not cheap things in tins but peppers she had marinated herself with rosemary, and chutneys that she cooked on Sundays, stirring boiling pots of tomatoes and prunes. Her labeled mason jars lined the shelves of the kitchen, in endless sealed pyramids, enough, they’d agreed, to last for their grandchildren to taste.

But now…

They’d eaten it all by now. Shukumar had been going through their supplies steadily, preparing meals for the two of them, measuring out cupfuls of rice, defrosting bags of meat day after day. He combed through her cookbooks every afternoon, following her penciled instructions to use two teaspoons of ground coriander seeds instead of one, or red lentils instead of yellow. Each of the recipes were dated, telling the first time they had eaten the dish together. April 2, cauliflower with fennel. January 14, chicken with almonds and sultanas. He had no memory of eating those meals, and yet there they were, recorded in her neat proofreader’s hand. Shukumar enjoyed cooking now. It was the one thing that made him feel productive. If it weren’t for him, he knew, Shoba would eat a bowl of cereal for her dinner.

Tonight, with no lights, they would have to eat together. For months now they’d served themselves from the stove, and he’d taken his plate into the study, letting the meal grow cold on his desk before shoving it into his mouth without pause, while Shoba took her plate to the living room and watched game shows, or proofread files with her arsenal of colored pencils at hand.

At some point in the evening she visited him. When he heard her approach he would put away his novel and begin typing sentences. She would rest her hands on his shoulders and stare with him into the blue glow of the computer screen. “Don’t work too hard,” she would say after a minute or two, and head off to bed. It was the one time in the day she sought him out, and yet he’d come to dread it. He knew it was something she forced herself to do. She would look around the walls of the room, which they had decorated together last summer with a border of marching ducks and rabbits playing trumpets and drums. By the end of August there was a cherry crib under the window, and a white changing table with mint-green knobs, and a rocking chair with checkered cushions. Shukumar has disassembled it all before bringing Shoba back from the hospital, scraping off the rabbits and ducks with a spatula. For some reason the room did not haunt him the way it haunted Shoba. In January, when he stopped working at his carrel in the library, he set up his desk there deliberately, partly because the room soothed him, and partly because it was a place Shoba avoided.

There’s lots of that in this story. A couple warm and alive in the past, cold and nearing death in the now. It’s powerful stuff, full of sorrow and regret, but not saccharine or overly sentimental. It’s so well done, in fact, that part of me wishes that Lahiri has not used tragedy as it catalyst (although her emotional ending depends upon it) but had simply told the story of two people falling out of love with one another. Doesn’t it sometimes just happen that way?

Another story about falling out of love is The Interpreter of Maladies, which features Mr. Kapasi, a part-time tour guide and part-time interpreter at a doctor’s clinic, as a man busy falling out of love with his wife, and busy falling in love with the wife in the tourist family that he is taking to the Sun Temple at Konarak. Her name is Mrs. Das, and when she asks him for his address so that she can send him copies of the photos they have taken with him in them, he begins to fantasize.

The paper curled as Mr. Kapasi wrote his address in clear, careful letters. She would write to him, asking about his days interpreting at the doctor’s office, and he would respond eloquently, choosing only the most entertaining anecdotes, ones that would make her laugh out loud as she read them in her house in New Jersey. In time she would reveal the disappointment of her marriage, and he his. In this way their friendship would grow, and flourish. He would possess a picture of the two of them, eating fried onions under a magenta umbrella, which he would keep, he decided, safely tucked between the pages of his Russian grammar. As his mind raced, Mr. Kapasi experienced a mild and pleasant shock. It was similar to a feeling he used to experience long ago when, after months of translating with the aid of a dictionary, he would finally read a passage from a French novel, or an Italian sonnet, and understand the words, one after another, unencumbered by his own efforts. In those moments Mr. Kapasi used to believe that all was right with the world, that all struggles were rewarded, that all of life’s mistakes made sense in the end. The promise that he would hear from Mrs. Das now filled him with the same belief.

It is so much what loneliness drives us to, creating futures in our minds that will never be, but whose appeal is their ability to assuage some of that loneliness in the present. The falling out of love in The Interpreter of Maladies, both by Mr. Kapasi and, as it turns out, by Mrs. Das, who is also disillusioned by the life that has been built around her, is much more ordinary than it is in A Temporary Matter, not prompted by any kind of tragedy, but guarded, in both cases, by secrets that neither can reveal to the others in their lives.

Another story worth mentioning is Mrs. Sen’s, where Eliot is a boy and Mrs. Sen is the woman who watches him between the hours that school lets out and the time his single mother gets off of work. The story is told primarily from Eliot’s point of view, but it is very much Mrs. Sen’s story, and Mrs. Sen is a lonely woman who misses her family and the life she once had in India.

Another day she played a cassette of people talking in her language--a farewell present, she told Eliot, that her family had made for her. As the succession of voices laughed and said their bit, Mrs. Sen identified each speaker. “My third uncle, my cousin, my father, my grandfather.” One speaker sang a song. Another recited a poem. The final voice on the tape belonged to Mrs. Sen’s mother. It was quieter and sounded more serious than the others. There was a pause between each sentence, and during this pause Mrs. Sen translated for Eliot: “The price of goat rose two rupees. The mangoes at the market are not very sweet. College Street is flooded.” She turned off the tape. “There are things that happened the day I left India.” The next day she played the same cassette all over again.

Most of Mrs. Sen’s sorrow is not directly perceived by Eliot, who is a lonely boy himself, without a father, without friends, and without, evidently, much emotion. He is a keen observer of the actions going on around him, but none of the emotions. We, the reader, however, see the emotion, and our sympathy for Mrs. Sen is nicely juxtaposed against Eliot’s lack thereof.

In the end, Mrs. Sen, who is learning to drive, has a minor traffic accident with Eliot in the car, and Eliot’s mother decides to terminate the arrangement.

From then on his mother gave him a key, which he wore on a string around his neck. He was to call the neighbors in case of an emergency, and to let himself into the beach house after school. The first day, just as he was taking off his coat, the phone rang. It was his mother calling from her office. “You’re a big boy now, Eliot,” she told him. “You okay?” Eliot looked out the kitchen window, at gray waves receding from the shore, and said he was fine.

He is fine. But are we?

And finally, there is The Third and Final Continent, the story that perhaps best captures the longing that displaced people feel for their homes and the long and strange process that is creating new familiarity out of the strangeness of unfamiliar surroundings.

Our nameless narrator is a young man from India, who was educated in England, and now lives in Boston, working at a library at the Massachusetts Institute of Technology. His new bride--from an arranged marriage--will join him there in six weeks, and in the meantime, he rents a room from an elderly American woman, Mrs. Croft. The year is 1969.

She slapped the space beside her on the bench with one hand, and told me to sit down. For a moment she was silent. Then she intoned, as if she alone possessed this knowledge:

“There is an American flag on the moon!”

“Yes, madame.” Until then I had not thought very much about the moon shot. It was in the newspaper, of course, article upon article. The astronauts had landed on the shores of the Sea of Tranquility, I had read, traveling farther than anyone in the history of civilization. For a few hours they explored the moon’s surface. They gathered rocks in their pockets, described their surroundings (a magnificent desolation, according to one astronaut), spoke by phone to the president, and planted a flag in lunar soil. The voyage was hailed as man’s most awesome achievement. I had see full-page photographs in the Globe, of the astronauts in their inflated costumes, and read about what certain people in Boston has been doing at the exact moment the astronauts landed, on a Sunday afternoon. A man said that he was operating a swan boat with a radio pressed to his ear; a woman had been baking rolls for her grandchildren.

The woman bellowed, “A flag on the moon, boy! I heard it on the radio! Isn’t that splendid?”

“Yes, madame.”

But she was not satisfied with my reply. Instead she commanded, “Say, ‘splendid’!”

I was both baffled and somewhat insulted by the request. It reminded me of the way I was taught multiplication tables as a child, repeated after the master, sitting cross-legged, without shoes or pencils, on the floor of my one-room Tollygunge school. It also reminded me of my wedding, when I had repeated endless Sanskrit verses after the priest, verses I barely understood, which joined me to my wife. I said nothing.

“Say ‘splendid’!” the woman bellowed once again.

“Splendid,” I murmured.

It is comical, but it also says something powerful about how America--this third and final continent of our narrator’s journey--acts in the presence of those foreign to it.

Throughout the story, the narrator slowly adjusts to life in Boston, and when his wife, Mala, arrives, they are very much strangers living in the same house. But, in her unreformed model of the India of his boyhood, he is able to see both the distance he has traveled, and the journey that she will take to join him.

Mala rose to her feet, adjusting the end of her sari over her head and holding it to her chest, and, for the first time since her arrival, I felt sympathy. I remembered my first days in London, learning how to take the Tube to Russell Square, riding an escalator for the first time, being unable to understand that when the man cried “piper” it meant “paper,” being unable to decipher, for a whole year, that conductor said “mind the gap” as the train pulled away from each station. Like me, Mala had traveled far from home, not knowing where she was going, or what she would find, for no reason other than to be my wife. As strange as it seemed, I knew in my heart that one day her death would affect me, and stranger still, that mine would affect her.

They do grow to love each other, and their lives in America, and when, at the end of the story, the narrator is reflecting on his journey, especially in contrast to the fears and challenges his maturing son now faces, Lahiri returns to the moon shot to well summarize the strange and almost ubiquitous displacement that is now commonplace in our modern world.

In my son’s eyes I see the ambition that had first hurled me across the world. In a few years he will graduate and pave his way, alone and unprotected. But I remind myself that he has a father who is still living, a mother who is happy and strong. Whenever he is discouraged, I tell him that if I can survive on three continents, then there is no obstacle he cannot conquer. While the astronauts, heroes forever, spent mere hours on the moon, I have remained in this new world for nearly thirty years. I know that my achievement is quite ordinary. I am not the only man to seek his fortune far from home, and certainly I am not the first. Still, there are times I am bewildered by each mile I have traveled, each meal I have eaten, each person I have known, each room in which I have slept. As ordinary as it all appears, there are times when it is beyond my imagination.

It speaks powerfully to me, a man far less traveled, but who, like this narrator, marvels at how what is most remarkable is treated as most ordinary.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.


Monday, February 2, 2015

Values Advice for New Employees: Leadership

One of my association's newest employees recently passed her 3-month anniversary with our organization. As in many other organizations, we traditionally use this milestone as an opportunity to assess performance and give feedback. This time, however, given our recent focus on living the core values we have identified for our organization, I decided to also use this as an opportunity to reinforce the role these values are intended to play in our success.

It was an interesting experience. Given such a frame, what does one say to a new employee about your organization's values? Not on their first day, when anything you say is likely to get lost in the noise of new experiences and information, but after three months, when the employee has had a chance to see how the organization actually functions? And, I would like to think, when the employee is still new and adaptable enough to embrace the behaviors that you're saying will correlate to their future success?

Well, here's what I tried to convey to this person, who is both new to our organization and to the world of associations.

With respect to our value focused on Leadership--where each individual must lead the organization in creating new value for our members--I encouraged her first and foremost to understand who our members are.

Like almost every employee we've hired, she came into our organization with no real understanding of our members, the industry they work in, or they ways in which they define value. I've seen others in this situation dive right in and begin defining how they're going to deliver value based solely on their past experiences and their existing skill sets.

This can work when the employee is already steeped in the culture of the industry your association represents, but typically not when they are coming from another place--communications, marketing, meeting planning, or one of the other core disciplines we usually seek in new association employees.

So the best advice for such an employee--who you want to see adopt a mindset that independently seeks the creation and delivery of new value to your members--is to slow down and take the time that is needed to learn who those members are and what they really want.

How do they do that? Primarily, I think by listening, and by putting themselves in positions where there is something worth listening to.

Attend our conferences, go visit members in our area, make some phone calls. Put yourself in connection with our members and ask them what they like best about our association. Which programs do they find valuable? Why? What do they do with the information we provide? How does it connect to challenges in their world?

But don't keep the conversation limited to what the association does. Ask, listen, and learn everything you can about their work away from the association. How does their business work? How does it define success and what is the member's role in helping make that success happen? What challenges are they facing? What keeps them up at night? What would make their problems go away?

My essential message is that leadership of the stripe we're looking for begins with curiosity. All of us, from the CEO to the newest entry-level employee, must listen and learn before trying to lead. It's the best way to ensure we're taking our members in a direction they wish to go.

Stay tuned. Next week I'll share my advice for new employees to live our second core value--Enthusiasm.

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This post was written by Eric Lanke, an association executive, blogger and author. For more information, visit www.ericlanke.blogspot.com, follow him on Twitter @ericlanke or contact him at eric.lanke@gmail.com.

Image Source
http://allennance.com/2013/12/giving-good-advice/