Who moved my cheese!

"If you don't like change, you’re going to like irrelevance even less.” - General Eric Shinseki, Chief of Staff. U. S. Army -

Lessons learned from the book Who Moved My Cheese. Author - Spencer Johnson, 1998; M.D. from Royal College of Surgeons; known for simplicity; One Minute Manager, The Precioius Present. No doubt that it is still continuing as a bestseller, a self-help book providing a simple, powerful message to the people confronted with unwelcome CHANGE.

A story of two mice (Sniff and Scurry) and two “little people” (Hem and Haw) living in a maze (labyrinth). Cheese is a metaphor for whatever you want in your life (food, success, happiness, financial security). Cheese found in Cheese Station C was a symbol of stability. One day, the cheese disappeared ………

Wisdom in a nutshell from the book:
Leadership attitudes towards change,
•The compulsive changer: Enjoys making changes even when not needed
•The transforming leader: Changes what needs to be changed, fixes what needs to be mended, and preserves what needs to remain unchanged
•The resilient leader: Learns to adapt in times when change can lead to something better
•The resistant leader: Denies and resists change with the belief that change will lead to something dreadful (active resistance or passive resistance)
•Having cheese makes you happy (status quo).
•The more important your cheese is to you, the more you want to hold onto it (status quo preservation).
•If you don’t change, you may become extinct.
•What would you do if you weren’t afraid (of trying something new).
•Smell the cheese often so you know when it is getting old (review, evaluate, review).
•Movement in a new direction helps you find new cheese (research and renew).
•The quicker you let go of old cheese, the sooner you will find new cheese (quick adaptation).
•Noticing small changes early helps you adapt to the bigger changes that are to come (scanning)

Happy reading/rereading!

Negotiating skill

Think back to the last time you were blindsided by an unexpected motivator. What was it? The art of successful win-win negotiations will certainly help to Swim with the sharks without being eaten alive. Few thoughts below.

Typical tangible motivators:
1. Fiscal impacts (Enterprise & for their own or department)
2. Workload/Overtime/training/vacation impact
3. Contractual/Organizational issues, etc.

Less Tangible:
1. Desire to be heard and have their needs acknowledged
2. Desire to save face/look good in the eyes of others
3. Resistance to change (fear of unknown/untried)
4. Desire to satisfy their own or bosses hidden agenda
5. Biases, dislikes, ethnic customs, political alliances, etc
6. Emotional (and why should they trust you?)

How to practice win-win negotiations?
1.Establish rapport and common goals
2.Probe for understanding of beliefs, goals, win-win options, and hidden stakeholder motivators
3.Paraphrase for confirmation/affirmation
4.Analyse outcomes and risks
5.Summarize what was agreed on, and next steps (even if these are only “baby steps”)

From Business Week, I found the below article quite intriguing. Indeed, while women now represent more than 47% of full-time executives and managers, their wages continue to lag far behind. College-educated women still earn only 72% as much as their male counterparts -- a gap of 28¢ on the dollar, according to the American Association of University Women. More>

Negotiation tips:
>Show enthusiasm.
>Know what you want.
>Avoid showing your hand.
>Show why you are the best fit.
>Wait until they really want you.
>Be on the lookout at all times.
>Network, network, and network.
>Want a raise.

A customer born every minute

Food for thought... There's a Customer Born Every Minute.

The Top 10 Reasons Your Staff Wants to Quit

10. "My boss is arrogant and believes his own press clippings." As a result, staff feels taken advantage of..
9. "My manager micromanages rather than trusting staff to perform." Staff hates the boss and looks for ways to resist being over controlled.
8. "My manager is crushing my drive and desire." Hired because they were smart and energetic, the manager is afraid that she will not be seen as the shining light (the reason for success) and crushes the very qualities that made the new employee attractive to hire (and desirous of joining).
7. "My boss guesses what is needed without resorting to data or facts." Maybe he has the facts, but they sure aren't being communicated leaving the impression of "It's my way or the highway." There are a lot of new roads being built in this country and staff will leave rather than be abused.
6. "I'm treated like a child." Look, there are often generational differences between how managers and employees work. Younger workers may have "know-it-all" attitudes and unfamiliar techniques using technology to accomplish tasks. Staff feels misunderstood and resent their boss.
5. "Manager promotes someone from a different function who does understand the job and how to be successful." Staff does not believe they can learn from this person, judges her to be an anchor around their department and resents that they were passed over for promotion.
4. "My boss is extremely critical." The only way they interpret their boss is pleased is in the absence of nit picking.
3. "I get ideas lobbed at me with little clarity and I have to figure out what is really wanted." Staff is caught between a rock and a hard place and doesn't know the target of the task or have a clear idea of what needs to get done.
2. "I don't have sufficient resources to get the job done." Fitting 10 pounds of stuff into a five pound bag is pretty tough. Imagine you're the ten pounds and have to get squeezed in there! Staff often believes they have inadequate resources to get a job done.
And the number one reason your staff wants to quit:
"My company is grossly underpaying me." Show me the money! Staff can read job ads online and learn what their real value is. As much as they may love you and their work, eventually people realize they need to pay their bills and start to think of leaving.

Jeff Altman
Concepts in Staffing
(c) 2004 all rights reserved

Bill gates wisdom

Highlights:

Bill Gates is an outstanding example of another sort of guru, the guru who preaches more by deeds than by words. He revels in change and draws inspiration from a crisis.

His first book, 'The Road Ahead', was published in 1995. Gates famously ignored the Internet at first. The Internet and its implications dominate his second book, 'Business @ the Speed of Thought'.

But we can learn as much from Bill Gates by looking at what he does, as a manager and a leader, than by reading his books:

1. Concentrate your effort on a market with large potential but relatively few competitors
2. Get in early and big
3. Establish a proprietary position
4. Protect that position in every way possible
5. Aim for high gross margin
6. Make the customers an offer they can't refuse

Gates, with no previous experience, no MBA, and no mentors, set about creating a new sort of organization, what he called a knowledge company. The knowledge company's raw material is brainpower.

Vital to a knowledge company is what Gates calls the DNS - the Digital Nervous System, the e-mails and computer systems that allow everyone to learn everything they need to know.

Microsoft also has some very clear people policies, which give the company its extraordinary vitality. Gates summarizes them as five 'E's:

Enrichment
Empowerment
Emphasis on Performance
Egalitarianism
E-Mail

Fons Trompenaars and Charles Hampden Turner Wisdom

Highlights:

For twenty years these two academics, a cross-cultural Anglo-Dutch partnership, have been interviewing managers around the world, giving them questionnaires to answer, conducting seminars and advising their companies.

Most of the management theory we know about has come from the Anglo-American culture, the one that most of these gurus belong to. This is a universalist culture, one that assumes that the rules that work for it will work universally. That might be a dangerous illusion. After all, we know that things work quite differently but equally well in other parts of the world.

Trompenaars and Hampden Turner discovered that North Americans and North Europeans were almost totally universalist in their responses. They would put the law first. Only 70 per cent of the French and the Japanese would do so, however, while, in Venezuela, two thirds would be particularist in their response.

Universalist countries take contracts very seriously and they employ lots of lawyers to make sure that the contract is kept. Particularist countries think that the relationship is more important than the contract and that a good deal requires no written contract - the particular people and the particular situation matter more than the universal rules.

Trompenaars and Hampden Turner have detailed their conclusions in a string of books, amongst which are 'Building Cross-Cultural Competence' and '21 Leaders for the 21st Century'.

The answer to the dilemma, say Trompenaars and Hampden-Turner, is to reconcile the opposites, to recognize that the cultures need each other.

Michael Porter Wisdom

Highlights:

Porter suggested that there were just three generic strategies for managers to choose from if they wanted to gain competitive advantage, something that he believed was the underlying purpose of every business.

You could make things as cheaply as possible and become the lowest cost producer in a market.

Alternatively you could offer something special or different which would allow you to command a premium price.

Or, thirdly, you could choose to be what he called a focused producer, looking to dominate in a niche market, so that others would find it too difficult to challenge you.

To help you choose which strategy to adopt, Porter says you need to decide which of five types of industry you are in:

fragmented
emerging
mature
declining
global

Then, he says, you need to examine the five forces of competition:

the threat of substitute products
the threat of new entrants
the bargaining power of suppliers
the bargaining power of buyers
the state of rivalry among existing companies

Always try to do things in ways that are hard for other companies to copy. Finding that unique position isn't always obvious, in the end, says Porter, it comes down to creativity and insight - and strong leadership, the willingness to make hard choices and to take a stand against the conventional wisdom of the industry.

In 'The Competitive Advantage of Nations', published in 1990, Porter moved his attention from the problems of competition in business to the issues of competing nations. Globalization, it seems, does not mean that everything is the same everywhere. National differences still matter.

There are four factors, Porter suggested, that help to make a nation competitive:

tough domestic rivalry
country resources
country infrastructure (including the educational quality of its workforce)
the cluster phenomenon

A cluster is a critical mass, in one geographical space, of similar businesses, all supported by their specialist suppliers and services that are tied to that industry. You can stay small, in other words, and still have the advantage of being big.

Ricardo Semler Wisdom

Highlights:

Ricardo Semler, author and business manager, is celebrated as a role model of a Chief Executive who breaks all the traditional rules and succeeds, massively.

Semler eliminated what he called 'corporate oppression" from his company, Semco: time clocks, dress codes, security procedures, privileged office spaces and perks, they all went. There were to be no receptionists or secretaries.

He set up 'factory committees' to run the plants, in an attempt to get more worker involvement and Semler guaranteed that no-one could be fired while serving on the committees or for at least a year afterwards.

Ricardo then introduced profit-sharing schemes for all the workers. The thought that they could directly influence their own pay encouraged the committees to look for savings and to question any procedures or layers of management that didn't seem to add value.

Managers were hired and fired by their own employees. More than that, the units were now inventing new businesses for themselves. And so Semco grew, entirely due to the initiatives of its workers.

The workers have unrestricted access to all corporate records and are taught how to read financial reports; they set their own wages and their own production quotas.

When the number of people in a Semco unit hits the 100 to 200 mark it is split in two, like it or not.

Semler lists six principles that guide his always experimental company:

1. don't increase business size unnecessarily
2. never stop being a start-up
3. don't be a nanny to your workers
4. let talent find its place
5. make decisions quickly and openly
6. partner promiscuously, you can't do it all yourself.

Rosabeth Moss Kanter Wisdom

Highlights:

Rosabeth goes into leading-edge corporations, learns from them and then serves up what she's learnt in nicely digestible messages for the rest of us.

Her early work looked at the communes of the 1960's and the social movement that brought them into existence, and the book she wrote about it, called "The Men and Women of the Corporation", had a big impact.

The new model organization, she notes, is lean, flat and athletic, rather than tall and authoritarian.

It's the job of the people at the top, Kanter says, to set the goals and values of the corporation, below them the middle layers design and manage the programmes and the systems, the forums and relationships that bind the whole together, while the project ideas and innovations hopefully bubble up from the bottom layers.

Her latest book e-Volve, draws together the best ideas of the best companies. The Internet, she says, could produce a great leap forward to a shared consciousness around the world and connect peoples everywhere. The best businesses in the digital world, she says, will be those that foster community internally and serve communities externally.

Rosabeth, of course, ends with a list of the qualities needed by business managers if they are to succeed in the new world of digital commerce:

- curiosity and imagination
- good communication skills, near and far
- cosmopolitan mindset, not confined to a single world view
- grasping complexity, finding the connections
- caring about feeding peoples' bodies and spirits

Gary Hamel's wisdom

Highlights:

In their book, "Competing for the Future", which came out in 1995. Hamel and Prahalad start off by pointing out that you can improve your results in two ways: by cutting your costs, or by increasing your outputs.

But too many companies focus on the cost-cutting. So why don't people concentrate more on the output than the costs? Because their strategic vision is too narrow. It is defined by what the competition is doing.

It is, says Hamel, important to think about what is NOT there. That done, you need a strategy for doing something about it. A "Strategic Intent", forces one to think beyond the present and to contemplate new worlds.

Being different is really the theme of Gary's latest book, called "Leading the Revolution". Most importantly of all he talks about the "grey-haired revolutionaries" - the companies that reinvent themselves time and time again. Anyone can have one great new idea or vision, very few can keep on doing it.
This is how Hamel's 10 requirements go:

1. Have Unreasonable Expectations
2. Make your business definition elastic, don't get fixated on one vision 3. Have a cause, not a business
4. Listen to other voices: young people, newcomers, outsiders
5. Keep an open market for ideas, don't shut anyone up
6. Have an open market for capital, allow people to bid for funds to support experiments
7. Have an open market for talent, so that people are allowed to work in areas that excite them
8. Encourage low risk experimentation
9. The principle of cellular revolution: breaking the organization down into small groups so that a failed revolution won't damage the whole organization
10. Allow personal wealth accumulation.Successful ideas should make money for the people who came up with them

Nevertheless, as Hamel agrees, you need both revolution AND luck to succeed in an uncertain world.

Kenichi Ohmae' wisdom

Highlights:

Kenichi Ohmae made his mark twenty years ago with his book on corporate strategy. It is still a collection of good sense and clear advice, even though some of the examples may now seem a bit dated.

Successful business strategies, he says in "The Mind of the Strategist", do not come from rigorous analysis but from a thought process which is basically creative and intuitive rather than rational.

Having written what many people regarded as the bible of corporate strategy, Kenichi Ohmae moved on to the changing shape of the world of business.

His thinking on these issues has been nicely brought together in his latest book, which he has called 'The Invisible Continent'. The Invisible Continent is the world in which businesses now operate, which is like a new, just discovered continent.

In the Invisible Continent there are four Dimensions:

1) the Visible Dimension - physical things to buy and make

2) the Borderless World - inevitable globalization

3) the Cyber Dimension - the Internet, mobile phones

4) the Dimension of High Multiples - exaggerated values put on some stocks by the stock market

But Ohmae has bigger concerns on his mind than business. He worries about the governance of the new continent, about a new sort of Cold War, fought by businesses rather than governments, and about the education of our citizens for this new world.

few more words ...

emerged
become known

implies
means, translates into

crucial
very important

wake up to
start to pay attention to

driving
here, moving something forward

being focused
paying attention to

govern
control, direct

assets
property that has value

across borders
into many countries

insights
clear understanding

How to Be a Good Leader - eight rules of the game

During his long career, Jack Welch mentored a generation of future CEOs. His latest book WINNING will be released next week. Full story at Newsweek. http://www.msnbc.msn.com/id/7304587/site/newsweek/

In an exclusive excerpt, his rules of the game.
#1 Leaders relentlessly upgrade their team, using every encounter as an opportunity to evaluate, coach and build self-confidence.
#2 Leaders make sure people not only see the vision, they live and breathe it.
#3 Leaders get into everyone's skin, exuding positive energy and optimism.
#4 Leaders establish trust with candor, transparency and credit.
#5 Leaders have the courage to make unpopular decisions and gut calls.
#6 Leaders have the courage to make unpopular decisions and gut calls.
#7 Leaders inspire risk taking and learning by setting the example.
#8 Leaders celebrate.

20 fastest growing professional jobs in the US

In the March Issue of Fortune, they listed the 20 fastest growing professional jobs in the US.

Here are the 20 jobs likely to see an increase of better than 20%.
Environmental engineers 54.3%
Network systems and datacom analysts 41.9%
Personal financial advisors 36.3%
Database administrators 33.1%
Software engineers 27.8%
Emergency management specialists 27.8%
Biomedical engineers 27.8%
PR specialists 27.8%
Computer and infosystems managers 25.6%
Comp, benefits, and job analysts 25.6%
Systems analysts 24.9%
Network and systems administrators 24.9%
Training and development specialists 22.3%
Medical scientists 22.1%
Marketing and sales managers 21.3%
Computer specialists 20.8%
Media and communications specialists 20.6%
Counselors, social workers 20.4%
Lawyers 20.2% More>

Learning is the key

Supervisors, team leaders, and managers need to be mentally flexible. Inability to update skills and education makes a person an economic and social loss

• Economic loss because you cost more to employ than you are putting into the business
• Social loss because disgruntled employees foster an unhealthy work environment

You will have to learn a new subject many times during your career. Learning to learn is the key.

Sumantra Goshal's wisdom

Highlights:

For his popularity and influence among the leaders of business, The Economist magazine recently named Ghoshal as one of the Eurogurus.

Ghoshal believes that big corporations have emerged as perhaps the most important social and economic institutions in our modern society. They are much more than money-making machines. They are what holds society together and provide it with the means of progress. The problem is that their managers don't always understand this bigger role and, if they do, they don't always like all that it implies.

Ghoshal thinks it is crucial for our societies that the managers wake up to their new role and, more than that, that these giant organizations learn how to re-invent themselves so that they can go on producing wealth and driving progress for us all.

Ghoshal sees the new philosophy of management being focused not on the management of financial capital but on human capital. Human capital is not just the knowledge and skills that individuals bring with them, it also means what he calls 'social capital' the relationships in the organization, and the 'emotional capital', the motivations and emotions that govern so much of what we do.

It's not enough to think of employees as assets. Perhaps we should think of them as volunteer investors, choosing to invest their talents in the organizations they have joined.

Of all our gurus he is perhaps the most international, the one best equipped to carry ideas across borders. Let's hope he does, because there may well be as many insights to be found in his native land of India as in the countries of the West.

few more words...

all-embracing
including or covering every aspect of something

gets under the skin
understands the essential characteristics of something

fashionable
popular at a certain time

do-ers
people or organizations who do things or are active

hands-on
having practical experience, not just dealing with theory

value-driven
their main aim was to increase profits

tight-loose structure
they used tight control where necessary, and loose control where they could give people autonomy

faltered
became weak

take control of our own destiny
to decide and make things happen in one's life

shares his belief
he also believes in

harness
to use something

Tom peter's wisdom

Highlights:

Tom Peters is not a philosopher or a social historian like Peter Drucker. He no longer has any all-embracing theories of the world of organisations nor any formulas for change but he gets under the skin of an organisation.

His first big book, 'In Search Of Excellence' came out in 1982 and made Tom a fashionable guru. The book looked at 43 successful companies and analysed the reasons for their success over twenty years. Peters and Waterman came up with:

eight characteristics of excellence:

- they were do-ers
- they understood their clients' needs
- they were independent and innovative
- they believed in productivity through people
- they were hands-on and value-driven
- they only did what they did best
- had a simple form and lean staff
- and had a tight-loose structure

and

seven checkpoints for analysis, the Seven S Framework:

Strategy, Structure and Systems, the so-called hard S's
and
Staff, Style, Shared Values and Skills, the so-called soft S's

The trouble was that the 43 excellent companies did not stay excellent for long. Many, including the star of the book, the computer company IBM, faltered soon after. Peters apologised in his later books.

The whole world of work, he realised, was changing. Ninety per cent of jobs, were likely to be completely transformed or eliminated in the next ten to twenty years and each of us would have to take control of our own destiny and look after ourselves. Peters predicted that women would be more and more important to organisations because they were better at the softer S factors in Peters' S Framework.

few more business words

focused on
to focus on something is to direct attention to something

discipline
here, a subject of learning studied at university

decentralization
the move of government and businesses from one central office to several more independent smaller ones

purpose
reason for existence

customer
person or company which buys goods

set objectives
decide which aims need to be achieved

motivate
encourage someone to do something

measure results
judge whether results are good or bad

develop people
to help people grow in experience and knowledge

supervision
being watched to see if work is done well

rewarded
to receive something in return for doing something good

global economy
the making and using of money across the whole world

privatization
selling a government-owned industry to private owners

non-profit organizations
companies which are not run to make money

competitive capitalism
economic system where each person is free to compete in business without government interference

puts people first
puts the benefit of people before the benefit of the organization

Peter Drucker' wisdom

Highlights:

Peter Drucker's first great contribution was to focus on management as a discipline in its own right.

In 'The Concept of the Corporation', Drucker explained, for the first time, how and why decentralization worked. Drucker said decentralization was good because it created small groups where people felt that their contribution was important.

In'The Effective Executive' Drucker says the purpose of a business is to create a customer and a manager's main tasks are:

- to set objectives
- to organize
- to motivate and communicate
- to measure results
- to develop people

What Drucker wanted was a workplace where workers were trusted to get on with the job without too much supervision, where they knew what they needed to do and were clear about how it would be measured and how they would be rewarded. It was management by results rather than management by supervision.

In the 'Age of Discontinuity' Drucker focused on the changes in society and how the role of the manager would change too. The main changes he examined were:

- the arrival of 'knowledge industries' employing specialised workers
- the move to a global economy
- the move towards privatization.

Finally, Drucker started examining non-profit organizations which he called the 'social sector'. These organizations, says Drucker, are better than government in solving the social problems of competitive capitalism.

few more

guru
a Hindu spiritual leader. Also used to indicate a respected and influential expert on something. About twenty years ago the leading thinkers in the field of management started to be called 'gurus'.
a good start
to begin something well, to have an advantage at the beginning
executive career
a job relating to the management of an organization and to putting plans into effect
invisible ingredient
a quality which is not obvious
elusive
something or someone that is elusive is difficult to find, achieve, describe or remember
spread around
make known or available over a large area or to a large number of people
significant
important, considerable
common sense
practical good sense gained from experience, not study
competitive edge
advantage over others

insights
understanding of a complex situation or problem

few business words

leadership
the position of leader

colleague
someone who works in the same place as someone else

encouraging
causing feelings of courage, hope and confidence

competencies
skills

vision
wise understanding of how the future will be

focus
direct the attention of

consistent
following a regular pattern

aware
to have knowledge or understanding

to plough on regardless
to continue in spite of difficulties

to sacrifice their personal egos
to forget about their own interests to achieve a common goal

to work long hours
to work more than the usual working hours

'suits'
people who wear a suit - jacket and trousers or skirt - here, investors

remind
to help someone to remember

risk-taking
actions which may lead to loss or defeat

shared task
responsibility of more than one person

partnership
organizations where members share risks and profits

Warren Bennis' Wisdom

Highlights:

Warren's work on leadership is in his book 'Leaders', which he wrote with his colleague Burt Nanus in 1985. For this book he interviewed 90 leaders in America from business organizations and non-profit organizations.

It was encouraging to find that there is no one right way to lead, that we each have to find our own best style, but Warren did suggest some common characteristics or competencies:

- the Management of Attention - the need for a vision to focus minds
- the Management of Meaning - the need to communicate the vision
- the Management of Trust - the need to be consistent and honest
- the Management of Self - the need to be aware of one's weaknesses

Leaders also need to be strong enough to accept criticism when it is valid, to know when to change and when to plough on regardless.

In 'Organizing Genius' published in the nineties, Bennis examined great groups and concluded that evey great group needed:

- a shared dream
- members ready to sacrifice their personal egos for the dream
- young members prepared to work long hours
- protection from the 'suits'

Leaders constantly remind people of why their work is important, they create an atmosphere of trust so that people can disagree and argue but still work together, they encourage curiosity, experiment and risk-taking. Finally, leaders create hope, because without hope it can be difficult to go on when everything seems to be going wrong.

After studying these great groups Bennis began to worry that he had concentrated too much on the role of the individual leader. Leadership, he now believes, is increasingly a shared task and he talks now of partnership rather than leadership.