That Used to Be Us: How America Fell Behind in the World It Invented and How We Can Come Back by Thomas Friedman and Michael Mandelbaum

After returning (January 2012) from Vietnam and Cambodia I was consumed with the question of whether or not other Countries were pulling ahead of America – or if America is simply falling behind.  It is of great interest that my next selected book on tape happened to be That Used to be Us and the very first CD addressed the subject of China.  The authors point is: most people like myself with concerns about the dynamics of that country seems bigger than life may be saying, “That used to be us – we have simply gotten complacent and have stopped thinking that we can learn from others instead of the other way around.”

This book addresses Leadership by giving the new military training methodology from ‘the bottom up’ instead of drilling down! A soldier in training is asked to find an app – information regarding the enemy’s latest device; find the flaws or defenses against: take the rest of the soldiers TO THE FIELD to explain; lead discussion as to how to combat.  Seems that all to often the trainers (higher commanders) have not had boots in a long time and may find it harder to find their information trusted as much as if it comes from a peers who will be on the ground with the troops.  The book suggests that corporate American consider this advantage by giving the example of manufacturing in the U.S.A.  Most of the best creative ideas come from the floor where the product is actually made.

Our Company, Consult P3 uses a Lean Improving Performance program based on this same theory.  Go to the people doing it to find out how to do it better!!!

I have not finished the book yet, but couldn’t wait to recommend it.  Please let me know what you think if you choose to read it or listen to it on tape.

The year 2012 is shaping up to be a clash of cultures, says Kiplinger.  Tea Partyers vs. Occupy Wall Streeters are fighting for the minds….and votes…of those in between.  But it’s more than just the have and have nots, as some are saying, a fight over capitalism.  It’s really about Washington, not Wall Street…a showdown over the size and reach of the government that will shape policy for at least the rest of the decade.

The ultimate success of the movement hinges on its finding a dance partner.  Don’t be surprised if labor unions step up their backing, looking to cut into a period of declining influence.  Other liberal groups may get involved too.  But linking too closely to specific causes may cost the protesters some public support.

Note from Petey… I wonder how many of the protesters have spent as much time and energy trying to get a job?  Whatcha think?

Henry Ford produced every Model – T in black because black paint, at the time, dried the fastest. That may have sounded logical at the time, but imagine how shortsighted that decision seems today. Later the same mistake would be repeated by telephone manufacturers, personal computer manufacturers, and so on, who all quickly lost market share to their competitors who could provide princess phones is baby blue and MACbooks in orange.

Think through the obvious. Look beyond a ‘one color only’ focus, and find the rainbow.

Meetings have become one of the business world’s most universal rituals.

It’s reported that U.S. businesses hold 15 million meetings per day and 4 billion meetings per year.  Business managers spend as much as 80% of their time in meetings and sadly meetings are responsible for $37 billion in productivity losses every year.  Bad meetings can only ruin your day and they can create bad companies.

As a facilitator I suggest you incorporate the following ‘Meeting Commandments’  the next time you run a meeting.

1. Thou shalt understand the rules of engagement
   1. Clear expectations about what role people will play and how others should act help to design successful meeting.  Before you start a meeting discuss the rules of engagement including; starting on time, dealing with distractions (i.e. doing emails during the meeting), allowing one person to speak at a time and managing sidebar conversations.
2. Thou shalt have an agenda with timed agenda items
   1. Each person should have a clear understanding of the meeting purpose, outcome and items to be covered during the meeting.  This helps people be more prepared to participate.  Adding start times to each agenda item helps keep the conversations focused and the meeting moving forward.  It also ensures that you have not included more agenda items than can be covered in the time allotted.
3. Thou shalt remember – physical presence does not guarantee mental presence
   1. Just because a person walks into a meeting room, does not mean that their mind is at the meeting.  It is key to involve the whole person in your meeting by letting people express their thoughts before you get down to business.  This allows people to clear their mind and focus on your meeting.  During the meeting it is worth checking both a person’s head and heart for opinions on the issues.
4. Thou shalt evaluate your meeting
   1. People leave meetings with different views of what happened and what are the next steps.  10 minutes before the end of the meeting review the decisions made during the meeting and convert those decisions into action items (including who is responsible for the task and what date the task will be completed by).  In a effort to improve the quality of your meeting ask the group, “What went well?” and “What can we improve upon for next time?” then hold people accountable for improving the situation.

Eileen Dowse Ph.D.   Organizational Psychologist and Certified Master Facilitator and a faculty member of Consult P3 University

BOOK- The Strengths Finder 2.0 – Tom Rath

In 1998, Tom Rath began working with a team of Gallup scientists led by the late Father of Strengths Psychology, Donald Clifton.  Their goal was to start a global conversation about what’s right with people.  There finding were the basis of the 2001 management book Now, Discover Your Strengths.

StrengthsFinder 2.0 is the new and improved version and you can read it in one sitting.  It begs the question, “At work, I have the opportunity to do what I d best every day.” People who do have the opportunity to focus on their strengths every day are six times as likely to be engaged in their jobs and than three times as likely to report having an excellent quality of life in general.

If your manager primarily ignores you- you have a 40% chance of being actively disengaged

If your manager focuses on your weaknesses – you have a 22% chance of being actively disengaged.

If your manage focuses on your strength –you have a 1% chance of being actively disengaged.

The book included your unique access code to the strengthsfinder 2.0 assessments and website and is valid for only one user.  Once taking the test you will find your strengths and learn how to best put your ideas into action; Work with others with the same strengths; and gives you a FULL overview of your advantages and creates a common language or classification of talent.

The message is clear – “You can be anything you want to be, if you just try hard enough.”  is a misguided maxim! You cannot be anything you want to be – but you can be a lot more of who you already are.

Kiplinger reports that: not only are women outpacing men in earning college degrees, they’re also starting more small businesses. The number of firms owned by women is growing 50% faster than the total number of small businesses. By 2018, a third of new U.S. Jobs will be generated by female- owned companies.

Fields showing swift growth in ownership by women: Construction, real estate, rental and leasing. Women now own a fourth of such firms. Shipping, warehousing, waste services and educational services add to the high numbers.

The shift has implications for employees, customers and competitors. Typically, women business owners are more aware of differentiating themselves from rivals and are more likely to ally themselves with other small- firm owners than their male counterparts are. They are also more likely to take advantage of the Small Business Administration, or other available public and private resources.

Speaking for myself, all of the above were factors in starting our newest company, Consult P3 and adding the strategic alliance of The Non Profit Roadmap to Petey Parker and Associates.

Note to business owners: keep your employees healthy! Look for at least one third of firms to try wellness incentives – cash or credits for healthier behavior. Healthy workers are more productive by far. Warning, wellness programs must allow a path to incentives for workers who can’t meet goals for medical reasons.

Some employers will go the opposite direction tacking on a penalty surcharge $50 to $100 a month for workers who use tobacco and/or only hire nonsmokers. 29 states bar firms from discrimination against smokers.

New approaches are in store as well for those who are ill or are injured.
The share of companies using evidence-based care will double in 2012 from 11% this year.

There will be an emphasis on where certain procedures are performed.

One thing is for certain: workers will pay more to cover their dependents. Someone with 5 children may contribute more for their insurance than someone with just one or two; to help offset the cost of covering the kids until age 26.

HR persons: Note a stepped-up push to improve health care for minority employees, in light of studies showing large disparities, even among workers with equal benefits. African-American women, for example, are more likely to die from breast cancer than white women, partly because they don’t get screened as often.
Expect higher co-pays for brands when genetics are available.

The cost of coverage will still go up, but not as quickly.

Bosses beware: don’t discipline workers who bad-mouth you on Facebook.  The National Labor Relations Board says the comments are protected activity, just like similar complaints shared by workers around the water cooler in the office.

Employers should update their social media policies and train supervisors with disciplinary power to guard against crackdowns on protected workplace activity.  One misstep can easily lead to a costly legal battle or intervention by the NLRB.

Employers also need to shield sensitive job data from smart- phone hackers. The iPhone and similar devices are much less secure than corporate networks. Data encryption and authentication technologies for them are still in development.  Plus many phone users don’t bother installing security programs.

One solution: Set up a virtual private network with password protection.  Companies can also prevent smart phones from accessing HR info and other data.

What lunch break?  A new survey finds that fewer than half of employees find time for a lunch break every day.

The survey from Right Management: a Manpower Co. polled 2,300 workers about their daily lunch habits.  Among the findings:

47% take a daily lunch break

20% eat lunch at their desk

19% sometimes take a lunch

13% seldom or never take a lunch break

The survey also found that top-level executives are most likely to take a lunch break.  Men are slightly more likely than women to take regular breaks, and younger workers are more likely to take daily lunch breaks than their older counterparts.

Douglas Mathews, president of Right Management, urges managers to encourage workers to take breaks and to set an example by taking them themselves.

“Failing to take a much needed break often leads to higher stress levels, poorer health and reduced productivity,” he said.

Note from Petey… You have my permission to give yourself a break RIGHT NOW!

Prompt employees to share ideas…always go to the people ‘doing it’ to find out how to do it better.  Here are a few prompts to get real concerns out in the open:

* What’s the most important thing we should be trying to achieve?

* If you were in control, what would you have the organization do right now?

* What three factors worry you about the issue /situation we are discussing?

* What would make this new (idea, process, policy, employee, training program, etc.) a smoother transition?

People by in large love to think their opinions are valuable and more times than not…they are!

The book, 360 degree Leadership by John Maxwell clearly defines the difference.

(use examples from the book)

As a leader/manager/mentor, it is incumbent upon you to recognize these traits – reward the productive endeavor and not condone a high level of game playing.

AND, if YOU are the guilty party, ask yourself why you feel that you can’t move to the productive side.  If you really don’t have a sufficient answer (one that’s not an excuse or cop out) get over your phony self and make a better contribution to society.

Enough said!