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Add You - Overcome Traditions That Delay Improvements
A lot of event planners struggle to get up-to-the-minute stats about who's coming, how many people are coming, and how many spots are left. This is because they're hand-counting forms, tallying up call-in registrations, and manually updating Excel spreadsheets to find the right numbers.This is so unnecessary.Using an online registration system for the event can remove all such tedious paperwork from your job by providing complete, up-to-the-minute reports for all your events and meetings?With the right online registration system, you can pull up all the data you need, including total registrations, cancellations, revenue collected, and more with just a few clicks. You can view the raw data, or see it in colorful charts and graphs. You get unlimited reports, including the financial reports you’ll need for accounting. You can also export your reports to PDF, Excel, or plain text for easy emailing to executives and senior level managers.Another reporting feature that is worth searching out in your online registration system is Smart Links. You can give out this automatically generated link to any interested parties
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations,
*Diversity refers to the broad mix of people currently or soon to be a part of your organization. It exists whenever you encounter anyone who has a view of the world, or "paradigm", different from your own. **Managing diversity is a deliberate effort to create a work environment that allows these differences to contribute equally to the common goals of the organization.Managing diversity emerged as a key strategic issue in the1990's. Unfortunately, for some, it has also emerged as the latest new management fad. As such, there has been a lot a talk recently about the value of diversity training. After all, several companies took a pioneering approach to diversity and were among the first to "do something" to address the issue. Typically, the “something” they tended to latch onto was diversity awareness training. In fact, these companies are now in their second or third year of awareness training on diversity.Diversity training is certainly a necessary part of any diversity initiative, but it is not the only part. How often have you attended a really outstanding training session and have been re
If It Ain't Broke, Don't Fix It
A motorist asks a farmer for a glass of water. The farmer obliges, using a hand pump to draw water from a well. The pump handle turns close to a board, and the farmer curses as he scrapes his knuckles against it.
Motorist: Why not move that board? It serves no purpose.
Farmer: It's been there since my father's time. If it was good enough for him, it is good enough for me.
Aping Human Beings
Imagine a cage containing five apes. In the cage, hang a banana on a string over some stairs. Before long, as the story goes, an ape will decide to go up the stairs to grab the banana. As soon as that ape touches the stairs, spray all the apes with icy water. After awhile, another ape will approach the stairs with the same result: All the apes are sprayed with cold water. Do this repeatedly and then just watch when another ape tries to climb the stairs. The other apes will attempt to prevent the ape, even though no cold water is sprayed on them.
Next remove one ape from the cage and replace that ape with a new one. The new ape sees the banana and wants to climb the stairs. To its horror, all of the other apes attack. After another thwarted attempt, the new ape knows that if it tries to climb the stairs, it will be assaulted. Now remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer enthusiastically takes part in the punishment although it has no idea why it was not permitted to climb the stairs.
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations,
Imagine that for the past year you have been negotiating a huge deal with an overseas firm. On the day the deal will be finalized, your company’s big brass troops to the conference room. You are tickled pink that the deal will be completed using the teleconferencing service provider you just chose for the company. What's more, you saved a few bucks by picking a brand new start-up company!With everything and everyone posed to close the deal, what could possibly go wrong? The answer is everything! The teleconferencing monitor at the front of the room short circuits. It is engulfed in a cloud of smoke. The executives run out of the room in alarm. The next day, they call the deal off. You lose what could have been the biggest coup of your career, and all because you didn't carefully choose your company’s teleconferencing service provider.Teleconferencing Teleconferencing entails meeting among people in various locations. Closed-circuit television and other telecommunications equipment make this possible. Audio conferencing, the most common form of teleconferencing, uses various types of audio equipment. Web conferencing
Aping Human Beings
Imagine a cage containing five apes. In the cage, hang a banana on a string over some stairs. Before long, as the story goes, an ape will decide to go up the stairs to grab the banana. As soon as that ape touches the stairs, spray all the apes with icy water. After awhile, another ape will approach the stairs with the same result: All the apes are sprayed with cold water. Do this repeatedly and then just watch when another ape tries to climb the stairs. The other apes will attempt to prevent the ape, even though no cold water is sprayed on them.
Next remove one ape from the cage and replace that ape with a new one. The new ape sees the banana and wants to climb the stairs. To its horror, all of the other apes attack. After another thwarted attempt, the new ape knows that if it tries to climb the stairs, it will be assaulted. Now remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer enthusiastically takes part in the punishment although it has no idea why it was not permitted to climb the stairs.
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations,
In Part 4 we discuss the idea of designs that are similar for home and office.Architectural Designs Intersecting with Home LifeI believe that there will be a "blending" of the home and work office. There is an increased need for "home" offices to be set up in a similar fashion to the office for telecommuters and those who work at home. There are many who regularly correspond with people on other continents and they are going to require a setup to enhance this.I see home offices that mimic the office to make it more comfortable and convenient to work from home. People will be more open to spending their own money on higher quality items such as ergo chairs (not the kind at the office superstore!), keyboards, mice, etc. for themselves so they can work with increased comfort and higher levels of productivity.Today they spend money on expensive gadgets for their home and nice cars and soon they will realize that it just makes sense to spend money to work in comfort.The "office" setup will be designed to be homier. There is a need for workers to feel good and be inspired in their surroundings. I see chairs that
Next remove one ape from the cage and replace that ape with a new one. The new ape sees the banana and wants to climb the stairs. To its horror, all of the other apes attack. After another thwarted attempt, the new ape knows that if it tries to climb the stairs, it will be assaulted. Now remove another of the original five apes and replace it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer enthusiastically takes part in the punishment although it has no idea why it was not permitted to climb the stairs.
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations,
Phrases like “walk the talk” and “lead by example” are commonplace management and leadership language. These phrases provide frameworks for discussion on effective leadership. I’ve even used them in past articles. That said, I want to make the case today that it is not enough in today’s marketplace to simply “walk the talk” or “lead by example”. Both of these phrases lack the intent to change and improve. Change is always happening and continuous improvement is vital to our businesses today. Consider this alternative phrase instead: “Improve to Lead.”When have you ever heard the phrase, “improve to lead”? I can’t imagine you, or too many others, are nodding your heads right now and thinking, “sure, I hear it all the time.” A short analysis of the business books lining the shelves of the national bookstores and the public library in my area show that the focus on improvement is regarding processes, not people, not managing, and not leading. There is sure to be a counter-point to this debate that says “improvement is implied in our common leadership phrases”, like those mentioned earlier. I submit to you that improvement is no
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations,
There are peculiar natural qualities needed to make a good salesperson, and if you do not have these, you’d better turn your attention to some other career, for you cannot succeed here. Yet two men who are equally good salesmen, may be almost totally unlike. Almost. They must be good judges of human nature. How shall you become a good judge of human nature? You might as well ask me why the violets are blue; I cannot tell you.You need to know human nature because you must please the person with whom you are talking; must make a pleasant impression on him. We do not trade with a disagreeable person unless we are obliged to; we often buy articles we did not expect to purchase just because the man who waited on us was pleasant. Every good salesman is one who does just this: he makes himself agreeable to the person he is waiting upon, so that if he does not sell him more than he intended to buy, he sells him all he expected to purchase, and sends him away with a pleasant impression of the salesman. Do not misconstrue my phrase, "makes himself agreeable;" perhaps you have been making yourself agreeable to some young lady, and think the sa
After replacing the third, fourth, and fifth original apes, all the apes that had been sprayed with cold water are gone from the cage. Nevertheless, no ape ever again approaches the stairs.
Why not? 'Because that the way it's always been around here.' Sound familiar?
TRADITIONAL WAYS TO TOE THE LINE
The Pecking-Order Tradition: ' After You, Alphonse '
In most organizations, decisions have to follow a certain pathway. Someone who needs a decision begins the process by asking his or her boss. The boss asks her or his boss. This process continues until someone has the authority and wants to decide. When the decision is finally made, communicating the answer has to follow the same path in reverse down through the organizational pathway. Nothing has changed about this process since the days of feudal kings and their lords. But is this the fastest way to make progress? Hardly.
The Hazing Tradition: Get Down!
Organizations don't like to allow newcomers to become part of the group until the new people are put through some ridiculous initiation that had humbled the organization's veterans. Having humiliating experiences in common makes everyone feel more comfortable with one another. The apes in the cage would recognize the process.
The Slow Walking Tradition: Take the Tour
Few people like it when pressure is put on them. To avoid that pressure, many people will pretend to be at full effectiveness ' while working well below their self-perceived potential. When the big bosses arrive for an inspection, those who host the visitors will take the big brass on a long, slow tour designed to demonstrate that everyone is fully and effectively engaged. Every stop will have been rehearsed for weeks in advance, and everything will be perfect.
This tradition has been around for a long time. During a famine, Catherine the Great took a tour of Russia to see how the peasants were doing. A prosperous-appearing village was erected along the banks of the river
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