by Donald J. Cecchi

   This article was published in The Productivity Institute (PI) Newsletter . (Part 3 of 3)

Reorganizing Your Company Can Lead To Happier Customers And Employees, And Generate Bigger Profits.  This Step-By-Step Process Will Show You How To Create Change And Avoid Pitfalls

Resistance To Change
Everyone is perfectly willing to change, provided they can continue to do things the same way they have always done them.  Although this may be somewhat overstated, I’m sure that it has a ring of truth for all business owners, managers, and management consultants.

The truth of the matter is that most people simply do not like change and will resist it.  For many it is painful, even traumatic, and is met with hostility. In my experience, resistance to change has taken many forms, both organizational and emotional.

Common examples of and reasons for resistance to change include:
• complacency
• vested interests, self-preservation, and ego
• ”We’re too busy to take the time to change”
• ”There hasn’t been a crisis so why change?”
• denial that there is a need for change
• ”We’ve always done it this way”
• the organizational goals are too narrow or too vague which cause people to resist because they aren’t sure what it is they can or are expected to do
• organizational ineptitude

Once the indicators of resistance are identified, the tactics necessary to overcome them have to be developed and will vary depending on the specific resistance.

Bear in mind that often there are valid reasons why people resist change - reasonable caution and the fear of losing one’s job are among them.  Often some business owners and staff are overwhelmed with all the details that change involves.  In these instances, planning for and implementing change that includes a step-by-step process, with “small wins”, is especially important.  Whatever they may be, all types of resistance must be identified and addressed, including the resistance presented by the business owners themselves.

I have always found that dealing with resistance as soon as possible in a straightforward manner, while understanding the resistor, is the most effective way to proceed.  When necessary, I have also fired those people who were total impediments to change.  These people – even those who are otherwise talented – are the ones who are preventing you from reaching your goals.

All told, if one is to create real change, it is necessary to identify the reasons for, and nature of, resistance and work with it.
 
Urgency
Finally, a sense of urgency must be established if complacency is to be avoided and credibility and momentum maintained.  Organizations will push and pull to return to the old order.

Meaningful change, when properly planned and implemented, is exciting and makes organizations more efficient, productive, and profitable, and makes life better for everyone within the organization.  In one case, a reorganization that was met with significant resistance involved a division of 225 people in eight departments.  By carefully adhering to the procedures set forth above, and involving virtually every department in the company, the end results were:
• increase productivity from a low of 16% to a high of 253%
• reduce staff, usually by way of attrition, by 17%
• reduce operating costs by 15%

Equally important, the changes that occurred were permanent and affected and included all segments of the company from IT and human resources to customer service and senior management.

One last note: A sense of humor goes a very, very long way.  Change is stressful and demanding.  Lighten up and have a good time.

Donald J. Cecchi is President of the Cecchi Consulting Group which specializes in reorganization, business development, and the design and implementation of new projects.  He can be reached at cecchicg@aol.com.

by Lillian D. Bjorseth

   This article was published in The Productivity Institute (PI) Newsletter

Almost all of us have been there. We meet a new person, we run into someone we have met once or we see someone we’ve spoken with numerous times. We want to start a meaningful conversation for myriad reasons; yet, we find ourselves asking those trite questions:

• “Is this your first time here?”
• “Did you have trouble finding the building?”
• “How many people do you think will be coming tonight?”

And, just for good measure, we throw in a few “hmms” and “ahs” to make us appear even less confident.

Getting off on the right foot

Here are hints to help you feel at ease, make others comfortable, ensure you are memorable after the event and gain helpful information as well.

Establish your purpose for attending event.

• To gather information? It can vary from learning more about the sponsoring organization to making an educated decision about joining to learning more about specific businesses or individuals who are likely to attend.
• To get referrals? These can include business or job referrals or for support services necessary to run and grow your business.
• To seek advice or support? This might range from encouragement in a job search or in your venture into entrepreneurship. Or it might be from people in other companies who are employed in the same field or the same industry.

In any case, prepare your “ask for” questions and “listen for” answers so you are prepared to hold stimulating conversations while simultaneously enhancing your knowledge base.

Prepare your Verbal Business Card.

Be ready to share with others in one or two sentences what you do … not how you do it or who you are. Think of it as the front end of your elevator pitch. It’s like the bait on a fishing line hook. It’s what attracts the person and pulls them into a conversation with you. Show the other person what you can do for them … or their friends or associates.  Keep it simple because while people are listening to you, they are also assessing your appearance and behavior, trying to remember your name and planning what they will say.

Always include your first and last name (even your friends have memory lapses!), what you do, benefits to others and active verbs, the most powerful words in the English language. In general, omit your company name (unless it is really well known), your company location, titles, business labels and go easy on adjectives and adverbs. You’ll want to tailor the above information when you are with people from your company or in the same industry. They will understand and even expect jargon.

For example, one of mine is:

“I’m Lillian Bjorseth, and I help you build a new kind of wealth – social capital – by improving your communication and networking skills.”

Remember introduction basics. 

Even though you learned this in elementary school, you might need a refresher:

• A younger person is introduced to an older person
• A man is introduced to a woman
• A less important person is introduced to a VIP.

In other words, say the name of the person who is older, the woman and the VIP first. You deserve to be addressed as you want to be; however, you must let people know your preference so they can start the conversation correctly. If your printed nametag says “Robert,” and you prefer, “Bob,” it’s fine to cross through the name and print “Bob” on it.  Use a felt tip pen so people can easily read it.

Weave newcomers into the conversation. 

• When someone new joins you, immediately introduce him or her to everyone or allow the person an ample opportunity to do. Bring the person up-to-date by quickly reviewing what you were talking about (remember it’s a new conversation for them) and then asking them for an opinion or comment.
• Remember names. The start of any conversation is a good place for you to start remembering someone’s name. Hopefully, the person knows to wear the nametag on the right side (unobstructed by lapels or scarves) so that your eye will easily travel to it as you make the initial handshake. Hopefully, the person also knows to say his/her name along with the handshake. 
• Look at the nametag.
• Listen as the person gives you his/her name.
• Study the person’s business card to help implant the name in your memory.
• Repeat it several times during the first few minutes of the conversation.
• Use it when you introduce the person to others.
• Use the person’s name as you say “good-bye” to everyone you met.

Ask open-ended questions. 

The best way to avoid those one-word answers that make you feel as if your attempts at conversation have been thwarted is to not ask “yes” and “no” questions. Or, if you start off with one, have two or three open-ended questions or statements in your pocket at all times. Those one-word answers are sure to get you perspiring if you are the kind who worries about how to start conversations.

Listen, listen, listen. 

It’s the number one human relations skill and tells people whom you are speaking with how much you care … even more than the words you use. Then respond to what the person said rather than what you wish s/he would have said. Eventually you, too, will get time in the spotlight … if the other person is also a great communicator.

Lillian Bjorseth helps you build a new kind of wealth – social capital – by honing your networking, business development and communication skills. She’s author of the third edition of Breakthrough Networking: Building Relationships That Last. www.duoforce.com, lillianspeaks@duoforce.com, www.lilliancommunicates.com, www.greaterchicagonetworking.com, 630-983-5308.

by Donald J. Cecchi

   This article was published in The Productivity Institute (PI) Newsletter . (Part 2 of 3)

Reorganizing Your Company Can Lead To Happier Customers And Employees, And Generate Bigger Profits.  This Step-By-Step Process Will Show You How To Create Change And Avoid Pitfalls.

Planning And Implementation
Planning and implementation are the most critical phases of effecting change.  The question must be asked: What must be done in order to carry the vision forward and who should be included in the process?  It is now something of a cliché to say that “change must come from the top”, and, like many clichés, this is certainly true.  In the absence of commitment at the highest level, only minor change will be possible.  However, no one person can create transformation.  Also, collaborations are more productive and, ultimately, the most effective way to bring about meaningful and long-lasting change. Therefore, a team must be created that represents a cross-section of the people who will be affected by change.

The reorganization team must include both management (those with the authority to effect change) and staff.  Everyone must possess specific knowledge and expertise.  In order to move the process along, and to avoid endless planning, some members of the planning committee must possess leadership qualities.  It is from the latter group that the person responsible for coordinating and leading the entire planning process will be drawn, someone with a combination of professional and interpersonal skills, knowledge, and experience who is able to think analytically, listen, delegate responsibility, and be dedicated to bringing about change.

Once a planning committee has been assembled, it must develop a detailed course of action, which includes:
• a clear understanding of the corporate vision
• the goals of the proposed change
• the benefits that will be realized as a result of the planned change
• an assessment of the current problems
• specific objectives and the steps that are necessary to attain them
• a budget
• a detailed schedule of activities with firm, but realistic, deadlines that take into consideration current workloads
• broad categories of actions that need to be taken, which are built upon in greater detail as the planning process proceeds
• a list of required resources, including personnel, equipment/supplies, IT systems, and information
• specific assignments for the appropriate people that are clearly communicated to them
• a list of work products and deliverables, including progress reports, and deadlines for each
• a list of measurables that can be used to evaluate progress

The implementation phase requires activities similar to the planning stage. One must:
• build a team to carry out the plan that includes staff at all levels
• communicate the reasons for the proposed change
• explain to the people who were chosen why they were chosen, which also offers an opportunity to praise their abilities and work
• communicate specifically what has to be done
• offer them the opportunity to review the plan, comment on it, and contribute suggestions to making changes or “tweaking”
• create schedules for implementation, with expected deliverables, including: progress reports; status of specific goals and objectives; new procedures; computer hard- and software installations; personnel changes; and problems that have arisen and their solutions
• establish a process to monitor progress that includes periodic meetings to review progress, problems and updates
• be prepared to assess progress and adjust your course of action

And at whatever level they are, and whenever possible, people who are resistant to change should be excluded from both the planning and implementation stages.  Their negativity can infect everyone else.  Of course, people who subvert change covertly will have to be identified and dealt with.

Motivating Staff For Change
Once a plan has been developed and an implementation team put in place, it will be necessary to motivate staff.  It is important to remember what exactly motivates people in the workplace in order to create ownership.  Many people find it surprising that salary is not very high on the list.  Key motivators are:
• recognition and respect
• the work itself
• responsibility
• advancement
• personal growth
• being informed as to what is going on throughout the organization

One of the greatest motivators is short-term “wins.”  Their importance cannot be overstated; without them, the long-term objectives will not be achieved.  Short-term wins are the small success stories in any long-term project which create a tangible reality of what is occurring.  In addition, they build momentum, help fine-tune the entire change process, and add pieces to the whole process upon which the larger change can occur.  They also give staff a very real sense of accomplishment and a perception of what is possible.  In addition, they avoid a perception of getting bogged down, which can be fatal, and they undermine resistance to change.  They keep the bosses happy and on board.  They also offer a wonderful opportunity to thank staff and to give positive feedback.

A genuine climate for change must be established and maintained throughout the entire change process.  This means that people have to be allowed to have input, that their ideas and comments will be genuinely welcomed and incorporated into the plan, and that full and coherent communication takes place among everyone involved in the process and, if possible, throughout the entire organization.

In order to provide everyone with the same information, regularly scheduled meetings and written status reports, both of which should be succinct, are a must. These should include:
• the status of the change
• problems that arose, what caused them, and how they were handled
• deadlines met or not met
• needed clarifications
• on-going evaluation
• changes in process, schedules, and personnel
• and, most important, what “wins” have occurred

Once again, the greater the number of people who are included in the dissemination of information, the more smoothly, and effectively, change will occur.

Informal “water cooler” and “management by walking around” communication is also necessary.  It serves to gather information and feedback that people might be reluctant to convey in a more formal setting and, even more important, it conveys the message to employees that management is genuinely interested in the project, and concerned about and interested in them as individuals.

In addition, since change is frightening to people, communication will allay much of the resistance and fear that might be created.  It also allows for on-going praise.  In my experience, public recognition or a “thank you” note have worked wonders.  Making sure bosses know what a great job the staff has done is very effective.

Successful change does, in fact, empower employees, motivate them, and give them a sense that they are making significant contributions to the organization.  Equally important, it serves to create a new culture, one in which change is accepted, integrated, and long-lasting, and complacency and resistance are hopefully banished, or at least reduced to a minimum.

A warning should be offered here:  During the change process, there are times when a drop-off in productivity will occur.  This is not surprising, but, of course, must be kept to acceptable levels, and the causes and remedies identified.

(Note: part 3 of this three-part article will be published in the next issue of the PI newsletter.)

Donald J. Cecchi is President of the Cecchi Consulting Group which specializes in reorganization, business development, and the design and implementation of new projects.  He can be reached at cecchicg@aol.com. 

by Bruce Newman

    This article was originally published in The Productivity Institute (PI) Newsletter

Developing a social media marketing campaign has become more demanding as social media technology and popularity continues to evolve.  This seems counterintuitive at first since there are more tools and more people.  However, it also means that there are more people trying to reach and influence each other.  It therefore takes knowledgeable and effective strategizing to create an effective social media marketing campaign.  In short, it requires the 4 S’s – Social, Sharing, Sustain, and Strategize.

Social

The first rule of social media is to be social.  Your communications must be positive, knowledgeable, incisive, thoughtful, etc. It is okay to provide some negative comments provided they are appropriate.  They just must not be nasty, racist or insulting.  Think of when you go to a party and meet new people.  The appropriate behavior you display is similar to your online behavior.

When you are building and maintaining your social networks, you must be social.

Sharing

The purpose of social media is sharing; “pay it forward”.  By providing information and good, relevant content, you provide the basis building up your contact network and branding yourself as an expert of your particular specialty.  Since each social media platform has its own “personality” and followers, it is important to distribute your content across numerous platforms.  In this era of proliferating social media platforms and subscribers, it is important that you utilize social media sharing to share your information with as many people as possible.

Sharing of information that helps brand you as an expert and increases the size of your networks should be provided across multiple social media platforms.

Sustain

The rule in advertising is that people need to hear, read or see a product seven times before it makes a lasting impression.  In social media, this number is impossible to track and largely irrelevant.  What it does denote, however, is the importance of remaining in front of your target audience.  This is accomplished by providing a sustained and consistent effort.  Blogging once a month is insufficient.  One of the key components of a sustained effort includes scrutinizing various analytics to determine which strategies are effective and which are not.  (Scrutiny can almost be considered as the “5th S”.)  Optimally, a blog post created twice a week coupled with sustained effort commenting, asking and answering questions on several social media platforms is far superior. 

Sustaining your presence on multiple platforms will help enhance your social media presence, the size of your network and your credentials as an industry leader.

Strategy

In the past few years, the social media realm has grown from a small number of participants to hundreds of million people, many of whom use it daily for extended periods of time.  Given the ease of setting up an initial account and the huge number of subscribers, the difficulty of achieving an effective – and sustainable – social media presence has rapidly increased.  It’s nice to fantasize that a campaign will somehow go viral.  Unfortunately, it’s becoming increasing unlikely as that percentage continues to diminish.  In place of this dream is a campaign that incorporates SEO, possibly some type of paid advertising, blogs and social media to achieve a client’s specific goals.  An effective social media strategy takes significant planning and time to implement.  It does not happen overnight.  However, if effective it will provide substantial and recurring results, usually at a far lower cost than traditional media campaigns.

Utilizing an effective social media strategy across multiple blogs and social media platforms will achieve specific goals.

By adhering to the rules of the 4 S’s - regardless of the product, service or goals you are promoting, you can help ensure the success of any social media marketing campaign.

Bruce Newman is the Vice President at The Productivity Institute, LLC, a leader in locating, evaluating and matching the specific areas of expertise of consultants to the needs of its clients.  An expert on social media, Bruce constantly writes and gives talks on many facets of social media including branding, social media strategies and policy.  He has also developed several social media courses, services and products including: Social Media Policy, Social Media Starter Pack, and Maintenance and Management (available through the PI website or by clicking here). In addition, Bruce is the editor of the Productivity Institute Newsletter, a free content-is-king newsletter and thought leader.  Follow him on LinkedIn, Twitter, Facebook and the Productivity Institute blog.

by Carl Reid

     This article was originally published in The Productivity Institute (PI) Newsletter

When my daughter was about 3 or 4 I began asking her to do things to push her past her limits. She always felt she performed quite well, because she received a lot of encouragement for just attempting to do things most people would say 4-5-6-7-8 year olds aren’t capable of doing. I would get her to do things, like asking her to take her bowl and put it in the sink. Although I knew she couldn’t reach the sink, I just wanted her to try to reach anyway. Dropping the bowl was OK. After a couple of futile attempts, I picked her up so she could place the bowl in the sink. She still felt accomplished in feeling like she still did it herself. Another time I asked her to help me clean an imaginary dirt spot on the wall that was out of her reach. After she tried and figured out she couldn’t reach, I picked her up. She cleaned the spot. She felt very satisfied with her accomplishment.

Not yet 4 1/2 years old, one day I asked her to count to 10. She hadn’t been taught yet, but I thought I would really push her. She responded with the nastiest little word. I told her, if she said that “bad word” again, I would wash her mouth out with soap. I came from the bathroom, with a bar of soap to show her I meant business. I asked her again to count to 10. She said that 4 letter word again, more adamantly. I rubbed my finger across the wet bar of soap and rubbed my fingered across her lips. A soon as she licked her lips, she proceeded to cry from the awful soap taste. She ran to her mother to sooth the distaste on her lips. When I told her mother about my request, she [mother] freaked out. Mother also said the same dirty word, in referring to my daughter’s limited knowledge. I was a maniac, as far as her mother was concerned.

I pulled my daughter from the safety of her mother’s arms. As I visibly rubbed my finger over the soap bar, I asked my daughter to count to 10. She already knew the result of saying the bad 4 letter word. So she thought carefully. The most amazing thing happened. She turned around with her back to me and said “help me daddy”. This was symbolic. She knew every time I picked her up, she always accomplished something.

That dirty word did not appear in my daughter’s vocabulary again, until her second year in high school. She didn’t do well in history. I asked her “what is the problem”. She responded with that dirty word in a complete sentence. I proceeded to the bathroom and she changed her tune with a quick retraction and apology for using that word. So we continued with planning actions for improving her report card. She past all her subjects, including history, on the next report card. It’s phenominal how eliminating that nasty word helped her accomplish so many things over the years.

The odd thing is this 4 letter word is socially acceptable in any gathering of people. No one gives it a second thought. Very few people realize the damage this nasty word does to other people. It cripples many people. People hear this word, pass it on to other people and more people hurt themselves saying it. Many parents think nothing of saying this word to their children in every day conversation.

People miss out, on opportunities, raises, going to college, moving up the corporate ladder, starting a business, settling a dispute, forgiving a family member, meeting a new friend, taking a trip, learning something new, negotiating a better deal, just by uttering this word constantly.

Drum roll please . . . the dirtiest 4 letter word, which should be stricken from the English dictionary, is:
Can’t

I can’t do it *It can’t work * You can’t have everything you want * It can’t be done * You can’t do that

Who wants their mouth washed out with soap?

*******

“No one is a failure, unless they fail to try” -unknown
Carl E. Reid landed his first managerial position at age 16. Mr. Reid has over 40 years of business experience, including 26 years as an information technology expert and 15 years as a business career coach. He is CEO of NetTECH Systems Reid & Associates, Inc..  Carl has been a professional blogger and social media expert since 2004. In addition to being a sought after speaker, he publishes Library of Congress recognized newsletter blogs www.SavvyIntrapreneur.com and www.iTechSpeak.com . Carl is Chief Operations Officer for Empowering Today™s (ETP) Network. Email: Carl@success4u2.net - Tel: 201-222-5390.

by Jason Klees

   This article was originally published in The Productivity Institute (PI) Newsletter 

PEOPLE DEVELOPMENT AS A COMPETITIVE EDGE DURING AND AFTER RECESSION:
Historically, recessions have provided opportunities to grow business and personal wealth.  For the purpose of this article, WEALTH is defined as an abundance of valuable resources or material possessions; an abundance or profusion of anything; a plentiful amount (Merriam – Webster).  No doubt, it helps to have wealth to weather an economic down turn!  We all have heard or personally know about managing wealth during a time like this.  You have probably recently experienced some of this management in your personal bank account or in your company’s budget and expenses.  But finance alone does not make a company wealthy.

CFOS LOOK TO EFFECTIVELY POSITION ASSETS, PRESERVE VALUE
I attended a presentation by Dennis Schuler, VP of HR at Proctor & Gamble and Dave Ulrich, professor of business at the Ross School of Business, University of Michigan, author, and co-founder of The RBL Group.  They said that HR people need to be business people first and understand how to add value to customers and investors through the capabilities they possess.  Does the Chief Financial Officer know about your training department?  Is (s)he aware of how the corporate university is a competitive advantage?  More appropriately – are you prepared to discuss these topics with them?  Many of my professional training counter parts would say “no“.    Take account of your staff with discernment to increase both your available cash and your profitability. Here are some ideas on how to do that:

SUCCESSFUL ON BOARDING PROGRAMS
There are many cases where executives leave a company within the first year.  Some are well known, like the Michael Ovitz / Michael Eisner arrangement but there are many many more that cost companies millions of dollars each year.  Likewise, there are many companies that grow their leaders from within using a “trial by fire” or a “sink or swim” approach.  Such an approach is open to liabilities and litigation. Issues like harassment, discrimination, negligence, or compliance can be mitigated by a consistent entry program.  And I might add refresher training doesn’t hurt either (Civ. No. CV08-331 JCC in U.S. District Court for the Western District of Washington).

LEADERSHIP DEVELOPMENT
Identify your highly motivated, indispensible people as well as your up and comers who are able to take on new challenges.  Make this a focused effort that is similar to other processes designed to protect and grow corporate assets. Provide a training ground for these folks to develop so that you can capitalize on their strengths and their increased abilities.  This can be done through a mentoring program, a partnership with a college or university, or with an updated internal management training program.  All of these to be aligned with this year’s performance goals as well as the five year plan. 

EXPAND INTERNATIONALLY – THINK TRAINING
Any company with the potential for an international presence should look into how prepared they are to enter or interface with the foreign culture.  Does your company offer language training? Do you tap into opportunities to host cultural experts to enhance your employees’ understanding? Do you have a management exchange program with a sister division where a manager participates on a learning path like a student foreign exchange program?  Imagine if you were to arrange an exchange program with your counterparts in China for example.  Did you know that 200,000 Chinese students study abroad ANNUALLY?   These are just some ideas that provide the ability to catalyze, be competitive, be compatible, and capitalize. Contrast these behaviors with that of your competition whose natural tendency is to view staffing as the most expendable expense and you quickly realize competitive advantage.

EMPLOYEE LIFE PROGRAMS
Okay, this is the soft stuff that typically HR is known for.  But before you stick your finger down your throat and make a gagging sound, hear me out as this will help leverage your assets for long term value!

Your employees may be as anxious or affected by this downturn as you are. That’s why you should consider offering seminars on topics such as credit, finances, debt, or foreclosure. Other topics could be eldercare, retirement planning, or funding a college education. These programs will be of significant value to your employees who may be facing great uncertainty. Programs like these demonstrate the employer is concerned for the people who contribute to the company’s success.  This value translates into increased loyalty and positive sentiment which become wildly important when the economy turns around and people start looking to change jobs (and companies).  Remember, the employee you’re able to save today is the position you don’t have to recruit, screen, hire, and train for tomorrow.
Jason Klees is just a simple guy from the mountains of North Carolina.  Though not an experienced farmer, he knows enough that spraying Round Up on your fruits will kill them.  Jason is a training and development specialist with the bulk of his career being in Operations as well as Human Resource departments for Fortune 100 companies. An avid follower of Stephen Covey, Jason really believes that if we live in Quadrant II, we can prevent more of the problems that we would otherwise have to solve later.  You can follow his thoughts and contribute your feedback by following him on LinkedIn: http://www.linkedin.com/in/jasonklees

Sources:
http://www.eeoc.gov/press/8-21-09.html
http://www.vistage.com/library/articles/article.aspx?id=%7BF3745ED9-BFA9-4753-A644-F497D88556EF%7D
http://www.deloitte.com/assets/Dcom-Canada/Local%20Assets/Documents/en_ca_CFOrecessionplaybook_Mar09.pdf
http://www.articlesbase.com/business-ideas-articles/exec-onboarding-key-to-companies-growing-through-recession-1100320.html
http://www.sibson.com/publications-and-resources/articles/May-09-workspan.pdf

by Bruce Newman

   This article was originally published in The Productivity Institute (PI) Newsletter

The lure of social media is very strong.  Every day, we hear new statistics about its growing popularity, some YouTube video going viral or someone’s tweet (or response). Social media is now the most popular activity on the Internet and its appeal crosses all age and gender demographics. But that doesn’t mean that we should assume it’s the wherewithal for everything.

People used to believe that all they needed to create an Internet business was a website and that prospective customers would be automatically drawn to it.  That turned out to be untrue.  Today, many companies utilize advertising, search engine optimization and campaign planning to help generate Internet business.  “Build it and they will come”, is certainly not a winning mantra.

Social media falls in that same category.  Just because you may have a Twitter or Facebook account does not mean that you will become a social leader or even that people will follow you.  It’s not automatic and it won’t happen overnight.

When using social media, it is very important to create realistic social media goals.  If you’re Oprah, having a million twitter followers is realistic.  If you’re Bruce Newman, it’s not.  (In fact, I wouldn’t even want one million followers but that’s for another article when I discuss quantity vs. quality.)

Rules to live by:

1. Set realistic goals. They can be as simple as writing two articles a week or achieving 150 first level contacts in LinkedIn.  How you reach these 150 contacts, how frequently and to what extent you communicate with them and the building of the relationships is crucial.

2. Create a feasible social media strategy. Depending on your goals, this strategy may be simple or complex but it must be reasonable.  Of key importance is the realistic determination of the amount of time – usually on a daily basis depending on your goals – that it will require.

3. Do not be enticed by large numbers of followers.  It’s easy to generate large numbers of followers.  Along with the development of many social media sites has come the onslaught of automatic marketing programs designed to increase the number of followers.  Interestingly, what these programs don’t tell you is that a smaller number of active people in your network (i.e. followers, true friends, etc.) will provide a far superior response than a much larger number of random people who you count as contacts or followers. 

4. Realize that it takes months to generate a sizeable following.  Building relationships takes time; it doesn’t happen overnight.  As an analogy, think of meeting someone new at a party.  You like them and want to become friends (or more).  It may happen, but will take both time and effort to occur.  The same holds true for social media except that these relationships are instead, digital.

5. Follow the rules of proper social etiquette – be respectful, helpful and authentic.  In short, be yourself.  And be helpful.  

6. Don’t get frustrated. Social media is not a race. Ever hear baseball players say that the baseball season is not a sprint, but a marathon?  Think of social media in a similar fashion, though maybe as a half-marathon.  If your goals are realistic and you don’t reach them, fine.  Adjust them.  That’s the normal sequence of any plan – create and constantly adjust as you move forward.  The key thing here is to not get frustrated and stray from your original goals and plans (provided they were indeed realistic).  Many potentially successful social media campaigns have been prematurely cancelled or extensively re-worked because of insufficient time constraints or frustration.

Social media has opened the world to a tremendously exciting and interactive means of communication.  By properly abiding by its rules, understanding its strengths and limitations and by setting realistic goals, you too can benefit from its enormous potential.

Bruce Newman is the Vice President at The Productivity Institute, LLC, a leader in locating, evaluating and matching the specific areas of expertise of consultants to the needs of its clients.  An expert on social media, Bruce constantly writes and gives talks on many facets of social media including branding, social media strategies and policy.  He has also developed several social media training courses. In addition, Bruce is the editor of the Productivity Institute Newsletter, a free content-is-king newsletter and thought leader.  Follow him on LinkedIn, Twitter and the Productivity Institute blog.

by John McGrann

   This article was originally published in The Productivity Institute (PI) Newsletter 

In these recessionary times, companies are focused on delivering more efficient services through Enterprise Resource Planning (ERP). Unfortunately, ERP proposals usually require investment and often meet resistance. When the resistance is from senior managers it is all the more challenging… 

I can think of no bigger weakness generally in the ERP world than the big hole between IT (Applications) and the Business - the home of lost ideas, issues, duties, roles, responsibilities, tasks, deliverables, improvements, productivity, solutions, resources, policies, communications etc.  Once a system goes live, often the momentum for improvement disappears with it.  The lack of knowledge about ERP systems further exacerbates this problem.  The answer to filling in the big hole is…ERP Super Users.

Identify, select, develop and empower key business users who have an aptitude and passion for your ERP system.  ERP systems are enterprise systems and should be driven and owned by the Business and not by the technologists. ERP Super Users should strive to support and satisfy four objectives:
- Automation of business processes to improve productivity
- Information to enable better decision making
- Education of best practises and developments around ERP
- Transformation of how to do business using ERP as an enabler

An ERP Super User is a role within a job. It is not time consuming but the benefits can be huge. The ERP knowledge combined with the functional knowledge is a powerful combination. It is also a lot cheaper option than additional IT (Apps) resources or expensive external consultants.

So how can they fill in that hole? These are the key activities which can be undertaken by ERP Super Users that will drive greater value from your ERP system:

• Business Process - manager of the business processes for selected area. Working with IT (Apps) team to promote further automation and process streamlining
• Module owner / manager - controls access to own functional modules
• Change agent - a positive and active force for change programmes around ERP
• Educator - updating colleagues at all levels on the further capabilities, updates and potential of the ERP system
• Training - consulted on implementation training plans and ongoing training for current and new users
• Solutions - leading Business side and jointly delivering with IT (Apps) a cost benefit analysis for all significant spending on ERP
• Engagement model - regular meeting with appropriate levels on the IT (Apps) team to fix issues and planning around ERP
• Housekeeping - assuring housekeeping routines and data quality standards maintenance
• Custodianship model - supporting the clarity of roles and responsibilities of the Business side and IT (Apps) side in the ERP space
• Intranet Site - championing continuous improvement in the use of ERP and communicating updates to users
• Rapid reaction - coordinates the Business side on serious incidents and extraordinary requirements
• SMEs - Subject Matter Experts for the implementation team and for upgrades and major enhancements
• Support System - 1st line support and monitors active support tickets and expedites
• Super User group - member of the functional  Super User Group
• Reporting - working closely with the IT (Apps) team to meet functional reporting needs in the most cost effective way and controlling access to reporting tools

ERP Super Users combine their applications skills with business expertise in a cost effective way to drive greater value from Enterprise Resource Planning systems. They are a shining example of empowerment in an organisation. Once the big hole is filled in, it’s time to start building on secure ground.

And then, real strides in productivity and efficiency can be realized.

John McGrann  (MBA ACMA AIMC) describes himself as an ‘ Oracle Applications Manager’ and has a practical and professional approach with well developed business management, financial and applications skills, gained through working on a range of projects, change and support assignments for UK public sector and international private sector organisations.

www.DriveERP.com
John@DriveERP.com
+357 96-728265

by Patrick Seaton

This article was originally published in The Productivity Institute (PI) Newsletter

The one question I get asked more frequently than any other is “How can you get people to change?” Many managers and business owners I talk to seem to be really stumped by this question. They feel that people are always resisting change, that people want to keep things status quo, and that people fear change.

1. Let People Change Themselves
While there are some very challenging people and change initiatives, changing people is not as mysterious as one might think. I have found that there are seven things to consider when you want to “change people” and the first thing may surprise you – let people change themselves.

Let’s look at the following scenario: An employee (let’s call her Susan) is sitting at her desk on the ground floor on a bright sunny day. A visitor pulls into the parking lot and the sun’s reflection off the windshield comes blinding through the building window and hits Susan right in the eyes. What does she do? Remain as she is, blinded by the light? No. She will most likely change her sitting angle, close the blinds, or move her chair. Does she grumble at the visitor? Probably not. She changes and corrects the situation herself.

Now Susan has just closed the blinds so she can work and her supervisor comes by and tells her, “The quarterly report doesn’t work for me. You need to change it to a monthly report,” and leaves to address her next urgent matter. Susan will most likely grumble because she doesn’t seem have a say in the change. She is being forced to blindly accept the change regardless of what that means to her workload and her process for generating the report. Susan doesn’t support the change as it stands right now.

I don’t think that people resist change. I think they resist being changed when the change upsets their processes, their space, and their day.

2. Focus on the Processes
This step is critical. The majority of our employees are process-minded people. They keep the “machine” (our companies) running as work moves into their workspace, they do their part, and they move it on to the next person. The faster you can bring an upcoming change initiative down to the process level, the better. As we’ve all heard, talk is cheap. However, when you can bring a change idea (talk) down to the level of how it will impact your employees in their day-to-day workload and processes, they can begin to truly understand what the change means to them, the department, and the organization as a whole. Once they internalize the change to these levels, they can express valid concerns or show support and ultimately begin making the change a reality. If they aren’t able to bring the change initiative to this level, they are left guessing what the idea (talk) really means and they are hesitant to give their full support.

3. Secure Employee Buy-In
This is done by involving the employees in the change process, using their ideas and process expertise to your advantage, and by creating a culture where employees are encouraged to raise concerns before a change takes place.

4. Define Internal Positioning
This item might surprise some people, since what it suggests is often either taken for granted or is considered a luxury activity. It is important that all employees clearly understand how they as individuals and how their department fits into the organization and supports the goals of the organization. Developing internal positioning documents create benchmarks that can be used to determine how much an upcoming change will have on the individuals and the department.

5. Recognize Challenges
(This is one of my favorites.) Very often, managers feel as though they are doing their employees a favor if they sugar-coat or minimize the challenges that a change initiative will present.

6. Invest Time Upfront
I am amazed that we feel that we can’t afford ourselves a few hours of planning and preparation time when beginning a change initiative (even when people have concerns and questions) but we always find the time later for 15 hours to undo, rework, and redo the work. Employees would prefer investing time upfront instead of fixing problems later.

7. Use the Proper Tools
And finally, use the proper tools to guide the change process. Find tools, strategies, and training that are designed to connect your strategies and initiatives with the day-to-day workloads. For it is only when these two points are connected when you will begin to realize success with your change initiatives.

So there you go. No rocket science. Just solid people skills and strategies that put a process to that intangible concept called “change.”. Next month we will take one of these topics in more detail – defining internal identity – the luxury item that provides a very critical foundation and benchmark for your employees. Until next month!

Patrick Seaton
Innovative Management Tools LLC
www.innovmgmt.com
pdseaton@innovmgmt.com
715-340-9606

by Frank Grillo

   This article was originally published in The Productivity Institute (PI) Newsletter

While the hyped-up impact of the misnamed Swine Flu pandemic turned out to be grossly exaggerated, the scenario provided a long-overdue reason for enterprises to ask, “What if it had been the real thing?” One need only look south to Mexico City to see in glaring reality the impact of a locked-down city and the effects on day-to-day communications and commerce. And though 2005 is a “distant past” at this point, if anyone finds Mexico City’s situation disturbing, it still pales in comparison to the tragedy of post-Katrina New Orleans.

Certainly those along the south Atlantic and Gulf Coasts of the U.S. have taken business continuity planning more seriously since the days of Katrina, and many large Northeast institutions have done likewise since the horrors of 9/11. But generally speaking, the majority of small-to-medium sized enterprises (SMEs) have let their business continuity planning languish, especially around their communications infrastructure. And it’s easy to understand why. If a business doesn’t face a potential catastrophe on a regular basis (like those in hurricane- and wildfire-prone regions), the likelihood of an enterprise-threatening event is fairly minimal, while the costs of preparing for one can be quite high.

But that’s one benefit that actually came from the pig flu scare: it’s brought to everyone’s attention just how costly a pandemic or other enterprise-disabling event would be. Given the span of places where the flu presented itself in relatively quick time span, it’s not too hard to imagine a lockdown in Anytown, USA.

Because SMEs typically have limited resources in time, personnel, and capital, they are the most vulnerable to experience losses due to lack of preparation, which is disturbing considering the following:
• What may be considered a nuisance for a larger company can spell disaster for a SME; business interruptions can be as large as a hurricane or as small as a power outage.
• If a business is inextricably tied to a brick-and-mortar building, any event that keeps employees from entering the building can spell disaster.
• The majority of SMEs who experience an interruption lasting 10 days or more never fully recover, and most close within two years.

While most small enterprises’ recovery plans include data backup, there is one important aspect of planning that is often overlooked: how employees and customers will continue communicating if a disruption occurs at the company’s premises. For most SMEs replicating a PBX at a second location and creating a failover procedure is just economically unfeasible. Nevertheless, ensuring communications in the event of a disruption is critical to the success of any company, and a robust hosted unified communications solution can offer unmatched continuity and disaster recovery capabilities.

Hosted communications can be implemented easily and with no capital expense on the part of the SME, no need to hire additional IT staff and no worries of technological obsolescence. And hosted unified communications offers a range of functionality that can replicate the conveniences of being in an office—allowing business to continue operating as usual—for any length of time.

Some CIOs look at hosted unified communications strictly as a business continuity solution, to provide recovery for specific parts of the enterprise that would be mission critical. Other CIOs are energized about hosted communications not only for the continuity it brings to the table, but also for the mobility and remote office support, the collaboration for their users and the savings in its no CapEx model.

With today’s hosted communications technology, every enterprise in the U.S. can operate “virtually” with employees scattered away from corporate offices, yet operating as if they were sitting side-by-side. To the outside world, the geographic distribution of the employees is transparent. Beyond the great flexibility this operational model provides, it enables SMEs to not just survive, but to continue thriving in the face of significant disaster, with little or no down time. Now that’s a very real competitive edge, and in today’s economic times, a necessity. Business executives owe it to themselves, their investors and their employees to take a close look at making their business truly survivable, no matter what happens at the physical location. 

Frank Grillo is a visionary communications executive known for his ability to identify growth opportunities and to produce extraordinary results that make a real contribution to an organization’s bottom line. Serving as executive vice president of marketing at Cypress Communications®, Frank Grillo is responsible for product management, pricing, marketing, advertising, and sales support of the company’s products, including Cypress’ award-winning hosted unified communications solution, C4 IP™. To learn more about hosted unified communications and Cypress’ C4 IP solution, go to www.cypresscom.net.