Recent economical issues in the United States have brought about various conversations regarding economics, social order, responsibility, and strategic next steps. Although each of these are extremely important, I wish to take a moment to deviate from the hype of discussion and even from the normal strategy blog entries to focus on one point of economics that isn't being discussed... the morality of capitalism.
Yes, I am a bleeding capitalist and believe that the capitalistic model for economics is the most beneficial system for the greatest amount of people, most honoring to the endeavors of man's creativity, and most of all, the most biblically based economic system explored.
But here is what's most important for us to understand in the history of economic thought and evolution of economic models... capitalism is chiefly rooted in a biblical foundation of truth, justice, and most of all, morality. Even though Adam Smith is credited as the "father of capitalism", much original thought in capitalistic theory was proposed by theologian John Calvin.
I'm not here to divulge a history lesson; simply to state a fact. The capitalistic method is meant for a moral people, it only works with a moral people, it was only intended for a moral people. Now we wonder why things are falling apart economically all around us but we don't stop to consider the foundational root of the issue. Yes, there are multiple market factors impacting our world but none of us can deny the lack of credibility, integrity, and morality in our business leaders today.
My challenge for us is to consider what impact morality and immorality have on all of life... not just the "church world" of the religious right. We have trampled something far more sacred than simple economics, we have destroyed the values of morality and therefore set the tone for all types of economic issues.
There is hope, but our hope is never founded in economics, nations, or government. Our hope should always be in our principles, the right principles, that will drive us to leadership of integrity, credibility, and morality. Yes, capitalism was intended for a moral people.
Is it any wonder that capitalism is failing in this great nation now?
Tuesday, September 30, 2008
Tuesday, September 16, 2008
Disagreement
Many of us who have managed teams before know the good and bad of hearing our team member's thoughts and complaints. We also know of our own frustrations with operations, practices, environments, and other forms of work life.
I believe it is the leaders responsibility to pull from their team constructive criticism and to encourage everyone to challenge the process and to continually refine their efforts.
The challenge is to encourage disagreement and healthy conflict while maintaining morale and team work.
One principle I believe in with teams is a policy on complaints. It's simple... you're welcome, ALWAYS, to share a complaint... but it must come either with a good resolution suggestion or in proper humility.
Leaders fail if they create environments that are not conducive to challenging the process, but there is a means and method for doing that properly. If someone does have a problem, how great is it for them to know and be encouraged to come to the table with a solution.
Complaints do nobody any good, but complaints with solutions not only help solve the problem, they build team work and camaraderie of group effort.
Humility of spirit is also important to me in this topic as well. If someone doesn't have a solution, that's still okay... but I do look for an attitude of humility and a desire to see a solution (though not having one to offer).
This policy among others is extremely important for your team to hear you communicate. You must open the door for people to disagree and challenge the process. It takes strength to hear the bad of your world, but in the end, everyone is better off for having expressed what's in need of repair.
Challenge: Be strong in your leadership to proactively encourage disagreement and opportunity to challenge the process, but set the expectations for your team as well in how to do that.
I believe it is the leaders responsibility to pull from their team constructive criticism and to encourage everyone to challenge the process and to continually refine their efforts.
The challenge is to encourage disagreement and healthy conflict while maintaining morale and team work.
One principle I believe in with teams is a policy on complaints. It's simple... you're welcome, ALWAYS, to share a complaint... but it must come either with a good resolution suggestion or in proper humility.
Leaders fail if they create environments that are not conducive to challenging the process, but there is a means and method for doing that properly. If someone does have a problem, how great is it for them to know and be encouraged to come to the table with a solution.
Complaints do nobody any good, but complaints with solutions not only help solve the problem, they build team work and camaraderie of group effort.
Humility of spirit is also important to me in this topic as well. If someone doesn't have a solution, that's still okay... but I do look for an attitude of humility and a desire to see a solution (though not having one to offer).
This policy among others is extremely important for your team to hear you communicate. You must open the door for people to disagree and challenge the process. It takes strength to hear the bad of your world, but in the end, everyone is better off for having expressed what's in need of repair.
Challenge: Be strong in your leadership to proactively encourage disagreement and opportunity to challenge the process, but set the expectations for your team as well in how to do that.
Friday, September 12, 2008
Measurability of Effort
Why is measurability so difficult?
Maybe the better question for us is why don't we try to measure effort more frequently?
Perhaps the answer to the first question is in the second. Regardless, we all understand intuitively that measurability is important in all factors of life... not just work. This entry is an attempt to challenge our thoughts and foundations for measurability. The methodologies of effective measurability are complex and varied - we'll save those ideas for another entry.
Stewardship
We've all been task with certain assignments and responsibilities. In that tasking there's been given the responsibility to serve that task, supervisor, and business well. But that stewardship goes beyond preventative safety - it must proactively chart and measure the vitals of success. The point here - we are stewards of measurability.
Quantitative
This is a great place to start on an approach to measure the vitals of a project, team, program, etc. Most of us can brainstorm enough to collect the vitals we deem as important. Take those vitals and determine some numerical value to their effort and how to gauge alignment to that vital. The point here - quantitative measure are a easy start point; make these the first part of measurability.
Qualitative
These are more difficult, but they are also typically more important to measure. For example; if I were leading a session on better efficiency in work-life and personal-life then how could I measure life change? We all agree that things like life change and other subjective matters are difficult to measure. But they are not impossible to measure! This is your opportunity to raise above the normal and seek to add value and important to the quality and results of your effort.
My greatest success in this ares has always been in developing these vitals with teams. We rarely see the full perspective, therefore making it vital to have others input. If you do look to measure your efforts, make certain to look at both quantitative and qualitative measures - you and your organization will be better for it. And may I encourage you once again... I don't believe this is something you could do; I believe this is something you should do. This is our responsibility as managers and leaders.
Challenge: Brainstorm with your team what measures might look like and how your might evaluate. You don't have to figure it all out - just give it some thought and try and few things.
Maybe the better question for us is why don't we try to measure effort more frequently?
Perhaps the answer to the first question is in the second. Regardless, we all understand intuitively that measurability is important in all factors of life... not just work. This entry is an attempt to challenge our thoughts and foundations for measurability. The methodologies of effective measurability are complex and varied - we'll save those ideas for another entry.
Stewardship
We've all been task with certain assignments and responsibilities. In that tasking there's been given the responsibility to serve that task, supervisor, and business well. But that stewardship goes beyond preventative safety - it must proactively chart and measure the vitals of success. The point here - we are stewards of measurability.
Quantitative
This is a great place to start on an approach to measure the vitals of a project, team, program, etc. Most of us can brainstorm enough to collect the vitals we deem as important. Take those vitals and determine some numerical value to their effort and how to gauge alignment to that vital. The point here - quantitative measure are a easy start point; make these the first part of measurability.
Qualitative
These are more difficult, but they are also typically more important to measure. For example; if I were leading a session on better efficiency in work-life and personal-life then how could I measure life change? We all agree that things like life change and other subjective matters are difficult to measure. But they are not impossible to measure! This is your opportunity to raise above the normal and seek to add value and important to the quality and results of your effort.
My greatest success in this ares has always been in developing these vitals with teams. We rarely see the full perspective, therefore making it vital to have others input. If you do look to measure your efforts, make certain to look at both quantitative and qualitative measures - you and your organization will be better for it. And may I encourage you once again... I don't believe this is something you could do; I believe this is something you should do. This is our responsibility as managers and leaders.
Challenge: Brainstorm with your team what measures might look like and how your might evaluate. You don't have to figure it all out - just give it some thought and try and few things.
Monday, September 8, 2008
Measuring All Directions
We've discussed measures and the necessity for leaders to provide the proper measurements for effective management.
I would like to dive a little into what we measure and how these efforts are beneficial to our next steps.
First, we must measure in all directions... historical, current, and future.
Historical
Measuring historically means searching past developments and tracking what's been successful, observing key points, looking for clusterings of ideas, and organizing thoughts into natural groupings.
Current
Measuring current measures means having real time measures for key vitals/goals of current projects. These measures are based on future goal and lessons from the past.
Future
Measuring future measures is somewhat subjective, but feasible if historical and current measures are maintained. Future measures can be tracked in advance if the vectors effecting those goals are known and measured.
Measures are possible for various angles on any project development - leaders must work to think outside the pressures of task to define the principled goal that can be measured and create the tools to perform those practices.
Additionally, measures should be simple, understandable, quantifiable, and efficiently quick to gauge.
Challenge: Expand your perspective of measures, think past, present, and future for the tangibility of your goals.
I would like to dive a little into what we measure and how these efforts are beneficial to our next steps.
First, we must measure in all directions... historical, current, and future.
Historical
Measuring historically means searching past developments and tracking what's been successful, observing key points, looking for clusterings of ideas, and organizing thoughts into natural groupings.
Current
Measuring current measures means having real time measures for key vitals/goals of current projects. These measures are based on future goal and lessons from the past.
Future
Measuring future measures is somewhat subjective, but feasible if historical and current measures are maintained. Future measures can be tracked in advance if the vectors effecting those goals are known and measured.
Measures are possible for various angles on any project development - leaders must work to think outside the pressures of task to define the principled goal that can be measured and create the tools to perform those practices.
Additionally, measures should be simple, understandable, quantifiable, and efficiently quick to gauge.
Challenge: Expand your perspective of measures, think past, present, and future for the tangibility of your goals.
Tuesday, September 2, 2008
Internal Marketing
How many of us have been so excited about the launch of a new product or program that our entire focus is in getting that product in the hands of our clients? I know I sure have been there many times.
Before we ever begin channeling any new products outside our walls (no matter how much research, planning, and strategy exist behind that product) we have to consider our internal teams.
We often forget the very fabric of what makes us who we are - it's our people... it's never our clients. Yes, we serve our clients, but our first attention in any marketing strategy should be our internal groups. Our people are who produce, support, interact, and champion our products and services - so why are they so often bypassed?
The answer is simple - we take them for granted... and that's common. How many of us take our closest family and friends for granted? It's easy for people who are close to you. But we know that if we have major issues in life to work through there's no one better to discuss those issues with than family and friends. More so, there's no one better to have on your side after you make major decisions in life than family and friends for support.
The same principle applies for organizations and marketing. There is a great need, and opportunity for honor & respect, for any leadership to engage their team FIRST on any product that's about the be deployed. Engaging your team allows people's input, their buy-in, team ownership, a sense of inside-knowledge, and most importantly... a chance to value your team.
So before you launch your next product, program, service, or whatever you do, take the time to do some "internal marketing" and pull your team into the launch before everyone else is privy. You will be well appreciated by your team.
Challenge: Consider your internal teams before launching external products
Before we ever begin channeling any new products outside our walls (no matter how much research, planning, and strategy exist behind that product) we have to consider our internal teams.
We often forget the very fabric of what makes us who we are - it's our people... it's never our clients. Yes, we serve our clients, but our first attention in any marketing strategy should be our internal groups. Our people are who produce, support, interact, and champion our products and services - so why are they so often bypassed?
The answer is simple - we take them for granted... and that's common. How many of us take our closest family and friends for granted? It's easy for people who are close to you. But we know that if we have major issues in life to work through there's no one better to discuss those issues with than family and friends. More so, there's no one better to have on your side after you make major decisions in life than family and friends for support.
The same principle applies for organizations and marketing. There is a great need, and opportunity for honor & respect, for any leadership to engage their team FIRST on any product that's about the be deployed. Engaging your team allows people's input, their buy-in, team ownership, a sense of inside-knowledge, and most importantly... a chance to value your team.
So before you launch your next product, program, service, or whatever you do, take the time to do some "internal marketing" and pull your team into the launch before everyone else is privy. You will be well appreciated by your team.
Challenge: Consider your internal teams before launching external products
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