Start Them Young

My last post is about children as leaders. I was empowered in sixth grade by Ms. Costello. She created a small club on Friday mornings before school would start and we would eat bagels and coffee and talk about our ideas for our future and what we would need to realize them. She would make us do one creative thing during the week to present to the club members. We would set goals for the week such as clean our room, not fight with a sibling, or do a chore to make five dollars. We would role play conflicts and act out how we "should" be communicating with each other. And most importantly she would share her own experiences with us and encourage us to do the same.

I look back at those times fondly and hope to use my masters degree to pursue a career in an organization that inspires children to do the same. I found this sweet image on a website about teaching leadership to students. 

I like the story it tells and the message it delivers. It is severely brief however it touches on a few of the topics we covered this semester: communication, physical fitness, creativity, values, etc. 

I do not have children but can reflect on the significance that early examples of good leadership had on me. There should be a movement toward incorporating leadership into curriculum's nation wide not just for small clubs on Friday mornings. 

Best regards and happy holidays.

Angie Marin 

PAF 9199: Michael Scott and The Office???

As I have mentioned before I am a huge fan of The Office on NBC. I think the show is great and although its seen its better days it still makes me laugh. I always imagined that it would be great to teach a course on The Office and management. Almost like a "what not to do" while exploring "what to do". NPR agrees.

Combining what I have learned through B&D and DD&A I can for the most part identify Michael Scott and his staff through various topics and frames. His longing for acceptance, the times he actually steps up and demands respect, and his efforts to break the monotony to name a few. He has an incredible lack of emotional intellgence and terrible communications skills. His high points and low points reflect staff performance and commitment to the job. Obviously, just a television show but wonderful satire on the workplace environment.

So I thought I would list a few episodes that I would use for my future lesson plan:

The Booze Cruise (Season 3): Michael Scott takes the cast on a cruise in the dead of winter. He uses the boats crew as an analogy of hierarchy and structure in the office. Michael has planned very little and has no respect from his team. How can we communicate the structure of an organization in a creative way?

Conflict Resolution (Season 2): Two employees have a dispute over a poster and Michael is eager to settle their differences. His options are win:win, win:lose, lose:lose, and win:win:win. Which one will work for us?

Health Care (Season 1): Michael needs to comply with budget cuts and must choose a new, more affordable, health care plan. He delegates the task to The Office saboteur and brownoser in hopes of not having to take responsibility for disappointing his staff. What should managers do when they have to make decisions that will disappoint the staff when they long to foster a human resources frame?

The Merger (Season 3): The Stamford branch has closed and has now merged with the Scranton branch. Michael looks forward to welcoming the new staff but fails to listen to concerns and properly assimilate the new staff. In the end, the both offices actually come together with a shared dislike for Michael. How do you address the fears and concerns of a new staff? How can you introduce your management style to those who have become accustomed to another's?

My list is exhaustive.

So, if you have not watched an episode of The Office or have found it to not be your cup of tea I would suggest giving it another shot now that you have completed this class.

Best,

Angie

Women and Transformational Leadership

In the past I would glance over articles about female managers but never gave it the attention it deserved until I took this class. Earlier this month I came across an article in Psychology Today about women who stretch their days to fit in being CEO's, mothers, and wives. The article focused on their road to success and the transformational leadership styles used to be at the top of their game. 

Transformational leaders manage laterally by disregarding the rules of hierarchy and providing a democratic environment tailored around open communication and sharing ideas. 

I began to wonder what it is attributed to. Could it be the way they were raised? Is it genetics, that women are more nurturing then men? Studies have shown that when analyzing nature over nurture one can get a better understanding of these differences. Women are child bearers and therefore genetically engineered to bear children, breast feed them, care for them, and nurture them. Men are hunters and gatherers and provide shelter and food for their families. It sounds barbaric I know but this is something I obsess over and have found countless resources on it. Fast forward thousands of years later in a time with equal opportunities and women with voices and the overall disdain for following "societal norms", we find ourselves wanting more yet with the same biological make up. This, to me, explains a lot of the transformational style leadership found in women. Biologically, we are designed to transform the child into a functional adult. 

I have had only one female manager and she was more of a dictator and all around evil human than a transformational leader. She was a tyrant, maniacal, and over bearing. She did not know anyone's name and could care less about getting to know her employees. Taking a step back now as an MPA student I remember the other VP's were all men. Perhaps she felt she needed to compete with them or that showing her more nurturing side would show her to be weak. I cannot say for sure but what I do know is that she no longer works at this organization and now teaches first grade in a public school in New Jersey. So who knows?

Best,

Angie Marin 

Awkward. Awkward.

Way at the beginning of the semester we discussed diversity in the workplace with the case study about the Muslim employee that was disrespected in the workplace. Our recommendations included sensitivity training, singling out individuals, and team training on tolerance. 

I really wanted to post this up at the time so forgive me for the lateness. Regardless, it is great satire on what NOT to do. Subjects relating to religion, politics, sexuality and nationality for the most part feel awkward and are in general taboo, especially at work. However, one shouldn't pretend that they don't exist rather management should encourage tolerance and acceptance in the workplace through the employee handbook and by example. Just don't do this:

Best, 

Angie Marin 

Hold Me Accountable Please.

In a November interview for The New York Times Corner Office, Geoff Vuleta C.E.O. of Fahrenheit 212 discussed goal setting. Fahrenheit 212 is a branding consulting firm and although our focus has mostly been for non-profit and public management I was interested in learning about his 100-Day To-Do List.

All employees of Fahrenheit 212 come together and come up with a list of all the things that need to get done in the next 100 days. The employees break off and come back individually to discuss their contribution to the fruition of that list in the next 100 days.

I found this to be pretty genius.

Many years ago I watched Forrest Gump with an uncle. The scene where Forrest decides to run across the country always stood out in my mind in particular because so many people started running with him and I didn’t understand why. My uncle told me that people need a leader. I think Vuleta, in this case, has nailed that and a strategy to boot.

Part of leading isn’t just barking out orders or staging your presence or even chumming it up with your staff. As nice as it is to have a caring boss I most appreciated those that gave me direction. Vuleta’s list not only provides direction but encompasses goals, values, accountability, and team work. Part of this list strategy is not only coming up with the list but coming back with your achievements and failures and publicly voicing them. Knowing that you have to tell you coworkers that you screwed up or have fallen behind tears down the wall and creates transparency because now on day 56 you can approach your team member and ask for help, you don’t have to worry about pride or autonomy because it isn’t encouraged or emphasized.

I don’t believe that a list alone will solve all issues and I am sure that one can bullshit their way out of not completing their list contributions but I am sure this is a great management tool to use as a new boss. A structure. An agenda.

Do you believe a list can work for your organization?

Best,

Angie Marin 

A Lesson in Time Management and Generosity

One last post? Try five. 

First, I would like to apologize to the class for not actively participating in the blog as I had initially intended. Upon hearing of a class blog, I was excited to take part in it and imagined several posts about The Office (my favorite TV show of all time). I soon found out this semester that I bit off more than I can chew with three classes and quickly fell behind. Professor Casey was generous enough for an extension and at this point any passing grade will do. 

While in this predicament I began to question where I went wrong and how I can improve my work ethic. A little emotional intelligence you might say. 

The most obvious was time management. I work a full time and part time job and was having difficulty getting it all together. However, in my three classes this semester I came across a couple of single moms, CEO's, principals and one coworker with two jobs AND major voluntary involvement in an organization. So I have no excuse. I needed to learn from this and sort it out. 

This post is not part of the assignment rather just a quick "heads-up" that there are five more to come. Perhaps, no one will even get a chance to read this. 

I am an avid visitor of Psychology Today  and came across a little information on time management and priorities. So for any of you in your first semester much like myself hoping to avoid making the same mistakes, I hope these help.

Happy Holidays.

Angie 

One last post?

I noticed that postings stopped the day the final papers were due!!  That's what I figured would happen.

Anyway, thanks again for a great semester and a FASCINATING and INFORMATIVE blog.  I got a lot out of it.

One last post from me, and one last pearl of wisdon:

“I’m a no-name person,” says Cass Wheeler, the retired chief executive of the American Heart Association who was appointed interim president of Feed the Children last week. “I was a no-name person at the Heart Association. It doesn’t take a name to run a charity. It takes a team and a plan and commitment to a mission.”

This quote is from an article on Wheeler taking over the scandal-ridden Feed the Children. See:
 Beleaguered Charity Giant Turns to a Veteran Leader to Restore Its Reputation
http://philanthropy.com/article/Scandal-Ridden-Charity-Seeks/125728/?sid=&utm_source=&utm_medium=en

Cheers

John

Somali Pirates, Corporate Insurgency and the Public Sector?

Could Somali pirates and Afghan insurgents teach public servants about management?

Professor David James at the Henley Business School thinks so. This article in the Economist details James' study of how these groups organize themselves and what students of management could learn from their approach.

James looked into why these small-scale operations with limited resources are able to triumph over giant, well-equipped oil tankers. What he found was that the pirates overcome the size differential by employing the tactic of asymmetrical conflict. That is, their small size affords them a mobility and tactile ease not available to their targets. James attributes the rapid growth of the Afghan insurgency in part to the Taliban's "brand-agnosticism". By not attempting to micro-manage local cells adopting the Taliban name, the organization grows in power without losing the flexibility and adaptability available to smaller organizations. These two examples reminded me of Bolman and Deal's discussion on organizational structure. The Somali pirates resemble simple hierarchies - "mom and pop organizations" while the Afghan insurgents exhibits characteristics of adhocracy or a web of inclusion.

James uses his findings in trainings he delivers on "Corporate Insurgency", teaching small start-ups how to steal market-share from industry giants. At the same time, James condemns the actions of his study-subjects. I cannot help but question this approach - even if the tactics are legal, do we really want companies to be modeling their management styles after violent criminals? And what are the implications for the public and non-profit sectors, which supposedly have much to learn from the management style of their more efficient and effective cousin. If our aim is the public good, then perhaps our ends and our means should align. And if this is the case, perhaps we need to look elsewhere for models of management?

A recent article in Foreign Policy Magazine caught my eye, referring to Secretary Robert Gates as "Obama's Machiavelli" for his skillful turnaround of the Administration's approach to the war in Afghanistan (as well as the public perception). Author Kori Schake identifies a number of techniques employed by Gates that resonate with concepts that arose in our study of management, leadership and organizational change this semester:

1. Define the goal
2. Put the right people in the right place
3. Justify resource requirements
4. Anticipate spoilers and take corrective action before the problem starts
5. Utilize support of key political allies
6. Communicate strategically with internal and external stakeholders.

It's arguable that Gates' success can be attributed to his ability to manage through multiple frames. From the structural perspective he sought to establish clear goals for Afghanistan and secure necessary resources for the Administration to be able to achieve those goals through the proper channels. He knew, as the human resource frame teaches, that he had to ensure that the people leading his operations were well-matched for the job. And when the head of the operation had to be let go, he exercised care in identifying a replacement. As any politically-oriented public servant knows, he kept his eye on the political playing field to resolve potential conflicts before they advanced and bolstered his mission through strategic partnerships. Finally, he persuaded the public through the symbolic gesture of giving his private advice to the President in public to demonstrate his confidence.

It's exciting to recognize these tools in case studies outside of the course readings. I feel that learning to frame has been one of the most valuable skills that I have learned in this course and that it will continue to shape the way I perceive events both in my own professional life and my interpretation of current events.

UPeace and Appreciative Inquiry

Hi Everyone,

I wanted to share this resource with everyone as I thought it might be of interest. The University for Peace is a UN-mandated graduate level centre for executive education based outside of San Jose, Costa Rica. I attended a course on Peace and Conflict there in 2009 and found the quality of education provided to be high.

This February, UPeace is offering a two-day intensive called "Beyond traditional leadership" which promises to help students become the "integral" leader of the 21st century, one who can "approach his or her field understanding that there are different perspective involved". The course lists six modules on topics such as self-reflection, innovative thinking, and effective negotiation, but the one that caught my eye was "Appreciative Inquiry". A quick search on the internet revealed that AI is an approach to organizational change that focusses on what works in organizations as opposed to seeking out what is 'wrong' with an organization. The Appreciative Inquiry Commons gives this expanded defintion:

Appreciative Inquiry [is] a theory and practice for approaching change from a holistic framework. Based on the belief that human systems are made and imagined by those who live and work within them, AI leads systems to move toward the generative and creative images that reside in their most positive core – their values, visions, achievements, and best practices...AI recognizes that human systems are constructions of the imagination and are, therefore, capable of change at the speed of imagination. Once organization members shift their perspective, they can begin to invent their most desired future.

I am interested in AI as a conteplative approach to managing change in organizations. After reading about change management systems like Six Sigma that bring organizational efficiency under a microscope with complex metrics systems, this is a curious alternative. My own experience observing a large bureacracy try to reform itself and my reading of both Bolman and Deal and Denhardt, Denhardt and Aristegueta makes me skeptical of AI's claim that organizations can change instantaneously if the perspective of its members changes. Although the power of positive thinking has been documented to have a tangible impact on people's health and goal achievement, I have doubts that established structures and political dynamics can transform overnight. Yet, if organizations do function like organisms, then perhaps AI does have something to teach?

Problems with Communication

When we learned about the Human Relations Frame in class 7, we touched on the topic of communication. Denhart , Denhart and Aristigueta offer a whole chapter on communication, and make some recommendations to improve the way we express our opinions. This is summed up in two key points, effective listening and supportive talking. These are two very important components to make ourselves understood, and to in turn, understand the other person. However what to do when we cannot get our message across.

I found this comical video on YouTube on a situation where a person cannot grasp an idea, and the other person does not find a way to be understood: misunderstanding. This could result exasperating and lead the further conflict. This other video from Howdini on YouTube offers some valuable insight on how to deal with difficult people. Mary Bolster, editor in chief of Natural Health magazine, recommends not to look for a common ground with the other party but to remain neutral and not get too passionate. This means, protect your own ground and emotions as to not to take anything personally. Her recommendation is related to the topic of emotional intelligence. Emotions can get easily ignited in a misunderstandings. Thus, it is important to know how to deal with them to not lose direction of the argument. The bottom line is to control the way we react to people, and only then will we get what we want. If someone is being difficult and does not understand what we are saying, then we will have to find a way to make ourselves understood in a peaceful, rational manner.

The Scariest First 100 Days

In our last class we read the case study from D, D & A textbook that presented the question of what to do in the first six months on the job as an executive in charge of a department. Unquestionably, the first couple of months in a new position are the hardest. One is just learning the ropes of the the company, its internal and external problems and its employees. Adding to this, there is the stress of feeling watched closely and questioned even about decisions. It is a challenge, but apparently you do not have to do it alone.

After reading the case study, I went online and searched for an online website that offers recommendations on the first 100 days in the job, and found this helpful, yet pricey program: My First 100 Days. It is a couching company created by Robert Hargrove, executive coach guru, that offers full support to anyone who has been assigned to a new position and is in need of guidance. They do not only offer a set of rules of thumb to follow for everybody, but they will assign you a 24/7 thinking partner who will help you through every step of your first 100 days in the job. So apparently, if the you are having problems prioritizing for the new job, you can hire another brain to the the thinking for you. I am not sure of the success of this couching program. Mr. Hargrove seems to dominate the subject very well, and has a vast experience in helping businessmen and women from all over the world succeed in their organization. He is a inspirational speaker who will motivate you to become one. Now through this website and for a substantial amount of money, you may buy yourself a piece of advise.

Management Tip of the Day: Change how you follow

http://www.reuters.com/article/idUSTRE6AP30Q20101203

I just noticed that Rueters provides daily management tips.

Friday's management tip was, "change the way you follow".  This tip refers to an employee's inability to change his/her boss' poor leadership style. Since an employee cannot change his/her boss' leadership style, it's suggested that the employee focus on the thing(s) that he/she can change, which is how he/she follows.

This is reflective of our classroom discussions on self-reflection and looking inward to change our behaviors and motivate ourselves.

Deanne

Amazing Mind Tools - check it out!

A lot of people talked about useful apps and tools for further development of skills and knowledge that we have acquired during this class.
One of the Very Useful resource is : http://www.mindtools.com
Just take a second & go to their website-you'll be amazed.
MindTools.com provides learning tools in

• leadership, 
• team management & team-working skills
• strategy tools
• problem-solving & decision making
• project & time management & personal productivity
• stress management
• communication and creativity techniques
• learning and study skills

It's amazing how well it is connected to what we have learned during the class. I am talking about both techniques and concepts, including self-evaluating tests (sort of like in D&D).
You must check it out if you haven't yet.
You can start with their free tools and if you like them, then you can subscribe to their free eNewsletter. I haven't yet - so far I have been using their free resources on-line.
You can also subscribe to their Career Excellence Club for more advanced career development experience.

Zana

10 Steps to Take to Thrive in 2011

I came across this article called "10 Steps your business should take now to thrive in 2011" in "Entrepreneur" magazine, which can be found on-line (copy) http://www.entrepreneur.com/article/217512. It is geared towards smaller businesses; however, going back to the beginning of our class discussions, based on Euske's article "Public, private, not-for-profit: Everybody is unique?" it makes senses to draw a connection between for profits and non-profits in this recipe for success.

Here are the 10 steps in a Nutshell. Judge for yourself:
I have included some details from the article on few of them & added my comments/comparisons to the non-profits (in brackets) to illustrate the point.
1. Overhaul your business plan (mission) - in a climate as unforgiving as this, stasis is death. Do the math and zero in on the best strategy to win new business (donors/grants/etc)
2. Double down what works
3. Experiment - talk less, listen more - the best ideas often come from conversations with your customers (constituents), suppliers (supporters perhaps) and most of all employees
4. Fire your D-Grade customers (members/ Board members/ employees or anybody else who is draining energy and resources of the organization)
5. Become an "A" Customer - (look for favorable contracts and great deals)
6. Expand your Network
7. Leverage your Brand - "What do you bring to the table that no one else is serving up to clients (constituents, such as excellent services through dedication, creative solutions, accountability for donor's support/ etc.)
8. Get some credit - mortgage market is starting to thaw - seize the opportunity to get a loan (or better line of credit with the bank)
9. Fire Up Your Employees
10. Team Up

As Euske commented, "Framing the organization as unique limits the applicability of available solutions and applications thereby inhibiting usefule change." I think his comment makes a lot of sense.

Zana

Corner Office: An Interview is More Than a Social Call

http://www.nytimes.com/2010/12/12/business/12corner.html?src=me&ref=business

Marc Cendella, founder and CEO of TheLadders.com , a job search site, was featured in this Sunday's New York Times Corner Office. 

The interview touched on several topics and/or points of interest that came up in during our course, including Mr. Cendella's management style and its evolution, his earl lessons in leadership and how he hires the right people.

Deanne

Blackbery Aplication Bust

On one of my previous post I was really excited about a new tool on my blackberry that promised to help make me a better leader. The tool is the Deloitte Leadership Academy. Well in a sad update this tool is worthless. I was tempted to use it for my popular media review but I’ll give it a review on my blog. Please, no offence but I don’t think old white men from another country telling me how they run there company in short five minute video clips will do the trick. I think that it was an interesting idea in terms of having the information on my blackberry the one im addicted to but these clips taught nothing about how to be a better manager. The great thing about the class reading and text is that it provides multiple aspects of being a leader and these aspects can relate to any person in any position. These five minute clips related to the job done by those men in that company. I really wonder why it was advertised as a blackberry application. Although I’m not a conspiracy theorist there has to be some other explanation. Please to my aspiring leaders don’t bother to download the application!

Shawnta Washington
Posted 12/14/10

Change isnt all bad

I recently read the book who moved my cheese which is a great book and a rally easy read. I was excited to read the book because Im one of those rats stuck on the idea that change is bad. I am more open to change now but I find my self analyzing my behavior trying to figure out if my reactions are related to how I felt about a change that took place. I think this theory relates to the current state of politics that we’re in. Its funny because our presidents campaign was based on the idea of change but when I think about the reelection of Bloomberg and even Bush I think the fear of change had a lot to do with this theory. I am confused about the fear in Bush’s case but I’d rather not be the judge on this situation. It just behooves me that Bloomberg was able to override a law called term limits to limit change. The narcissistic idea that he has been the single instrument in the betterment of the school system is foolish. I think people were just afraid of change hence the reason we are just getting our first African American President. I know there are many other reasons for that but people were and still are afraid to embrace change. I recommend Who Moved My Cheese !

Posted 12/13/10
Shawnta Washington

Tuition Increase

So through out this semester we talked about management and managing people. One of the chapters that stood out to me was one of the first chapters in Bolman Deal that gave some really great references to some private management snafus. The home depot example that discussed the customers being dissatisfied which let to low satisfaction regarding costumer service. Well when I received an email to my Baruch email account a few days ago about my tuition being raised I felt like a disgruntled costumer in search of answers, wanting to know whose managing the communication to deliver this depressing news. An increase in the cost of CUNY has been a hot topic for sometime now but I do feel the email was a little short and mismanaged so to speak. I think when digging in to someone’s pockets figuratively speaking it is important to ease the blow and provide as much information as possible. Students are given information on how to pay their spring 2011 bill but their not given more information about how much money they will be paying exactly, and no I don’t mean providing percentages. Ironically the topic of the CUNY crisis was being discussed in my Intro to Public Affairs course last week. I am curious to see what the fallout will be from this.

Posted 12/13/10
Shawnta Washington

Beyond PAF9120

Hi Everyone,

First, I wanted to thank you for making my first semester an absolute delight. Secondly, I wanted to recommend a possible outlet to strengthen and build upon what we have learned. Leadership and management are an ever changing field. The fact that we used the 4th and 2nd editions of our textbooks are a testament of the validity of this statement. It isn't practical or financially feasible to retake this course or any other course every few years to be kept abreast of the changes in management and leadership techniques. There is however a cost effective way to continue to refine our skills. It is called Toastmasters International.

From their website: http://www.toastmasters.org

Toastmasters International has grown to become a world leader in helping people become more competent and comfortable in front of an audience. The nonprofit organization now has nearly 260,000 members in over 12,500 clubs in 113 countries, offering a proven – and enjoyable! – way to practice and hone communication and leadership skills.

Most Toastmasters meetings are composed of approximately 20 people who meet weekly for an hour or two. Participants practice and learn skills by filling a meeting role, ranging from giving a prepared speech or an impromptu one to serving as timer, evaluator or grammarian.

There is no instructor; instead, each speech and meeting is critiqued by a member in a positive manner, focusing on what was done right and what could be improved.

Good communicators tend to be good leaders. Some well-known Toastmasters alumni include:

Peter Coors of Coors Brewing Company
Debbi Fields, founder of Mrs. Fields Cookies
Tom Peters, management expert and author
Linda Lingle, Governor of Hawaii

As I mentioned earlier this is also a cost effective way of refining our leadership skills. You pay a $20 joining fee and membership dues are $27 every six months. There are nearly a hundred clubs in the NYC area. You can even start one of your own at your job. The organization is a tremendous asset to anyone looking to develop, improve, or re-design their leadership and communication skills. I hope you all will take advantage of it.

Gaurav "Mike" Bawa

IKEA holidays vs Walstreet's

http://money.cnn.com/2010/12/10/news/companies/ikea_bike_gift/index.htm

IKEA gave bikes as a gift to its 12,400 employees in the U.S. These are bikes that employees need to assemble themselves -which is not an unusual thing to do in the IKEA world!.
Recalling Maslow's hierarchy of needs, this application seems to meet Belonging Needs. Part of IKEA's HR policy is inspiring their employees. This holiday gift meshes not only their HR policy, but also environmental responsibility.

On the other hand, some Wall Streeters must pay to attend their own holiday parties!
http://money.cnn.com/2010/12/10/pf/wall_street_holiday_parties/index.htm?iid=EAL


Isil

Managing Policies

Managing workplace policies is an active part of success - Business - Macon.com

This is an interesting article on how to restructure companies' policies to ensure success. The author, Professor Matthew Liao-Troth from J. Whitney Bunting College of Business at Georgia State University, proposes that companies should align their mission and goals with employees and the culture that exists in the workplace. This is an unconventional approach to organization restructuring, but one that seeks to promote the correct symbolism and avoid contradicting policies.

Prof. Liao-Troth seeks to find a solution to the problem of employees inability to adhere to company's policies. He explains that many times organizations have multiple manuals with policies that contradict one another confusing employees. He recommends that companies should have a concise employee manual, aesthetically attractive, with realistic rules that seek to promote the mission of the company with an understanding of the culture of this one. This reminded me of Russel's presentation where he modified the school's employee manual. He also recommends that none of these rules should be in place because of the behavior of one employee. His proposal implies a deep understanding of the goals of the organization and its workers. It entitles a mixture of psychology, sociology, ethics and leadership; a rather difficult mixture. However, it could be accomplished in small companies or within it in departments. The key is in finding what will work best for the organization taking into account the employees.

CBO = Chief Bridal Officer

No... I'm not planning on getting married anytime soon, but my best friend has her wedding date set for August 19th, 2011 (Fortunately, she sent everyone in her bridal party a cute little magnet to post on our refrigerator doors so we could be reminded of the date every morning when serving ourselves some cereal). With her "Bridezilla" personality traits already showing, I found myself asking just how different was a stressed out bride in comparison to a stressed out leader of an organization. When you really think of it, you have your bridal party who, out of dear love, volunteered or was volunteered to help plan the grandiose event. Dealing with family members and friends can be just as stressful as dealing with vendors, who will not always accomplish certain tasks the exact way they were suppose to do be done. Then, the bride has to budget accordingly to avoid going bankrupt. At the end of the day, a bride must muster every bit of emotional intelligence when dealing with every aspect of the wedding.

I found this interesting blog article that informs brides on ways to remain organized and stress-free when dealing with the event-planning of their weddings. According to "the Blackberry Bride", a future-bride is Chairman and CBO, Chief Bridal Officer, of their wedding. The author explains that the bride is the leader of her bridal party, as well as its organization and budget-management. She must pick and assemble, as well as learn to delegate positions and tasks that she knows can be accomplished by the individuals. A strong communication strategy plan is key to avoid stressful situations that may cause even the longest-lasting friendships to strain. To avoid conflicting situations, it is essential for the bride to motivate her bridal party by pampering them and letting them know that their help is truly appreciated. Just like Bolman & Deal stated, a good leader, or in this case -- a good bride, will have a vision, be committed, and have the strength to be handle the most stressful situations. A good bride will also develop strong communication skills with her bridal party, so everyone will have the ability to enjoy the special day.

So for those of you that have taken the plunge, I would like to ask you:
"What has planning your wedding taught you about yourself and your leadership style?"


http://blogs.essence.com/theblackberrybride/2009/12/chairman-and-chief-bridal-officer.php
http://blogs.essence.com/theblackberrybride/2009/12/chairman-and-chief-bridal-officer.php


~Janet Echeverry

Down with the Monarchy?!

In the recent news, Prince Charles of England and his (eeek) wife Camilla found themselves amongst a rather unpleasant crowd in London. Their car was attacked by rioting students who were protesting an abominable tuition raise proposed by their government. Ok, so I figured that tuition in most European countries had to be low, because of their whole “socialized” government stand, but apparently now they’re trying to catch up to us, because they just voted to raise the tuition cap at most universities from 3,000 to 9,000 pounds! Now mind you, that’s about a $10,000 increase in American dollars! Can you imagine if next year, our dear ole’ Congress raised our Baruch tuition from $4,000 to $14,000 a semester? But let’s focus on the British Monarchs here. This makes me think of the political frame; the power that has been in the royal family has been getting less and less popular and stable by the day. Bolman and Deal mention that when the power is dispersed in the wrong hands, it will lead to conflict, and though the British generally still approve of the royal family, their approval has definitely been declining. Will the “Crown” tremble some more when the Queen decides to sign into law that tuition bill; especially now, when a rather large and expensive royal wedding is being planned at the cost of an average Brit..? I wonder if any of us will live to see the day the British Monarchy collapses…

Gabriela J.
December 12th,

Find the report here: http://www.cnn.com/2010/WORLD/europe/12/12/uk.protests.police/index.html

Principles of Transformational Leadership

Hi Everyone,

I came across an interesting book which I think all of us can benefit from. As you may already know managing and leading in a government agency or elected position is different from traditional leadership roles in companies or non-profits. I thought it would be beneficial to have an understanding of how to lead in a government settings. Transformational Leadership in Government is a book written by Jerry W. Koehler and Joseph M. Pankowski. The book is designed to help individuals involved in government management become more effective, quality leaders. The book is a relatively quick read and draws on principles that are explained in both B&D and D,D,&A. For example the key topics include organizations as systems, principles of quality leadership, leadership skills, leaders as agents of change, team leadership, and assessing effectiveness. Whereas our textbooks go into detail about various topics, this book takes a different approach. It assumes we are in management roles and builds on skills which most managers/leaders should possess. If we had not taken PAF9120 I think only a handfull of our classmates would be able to relate to the material in the book. But given our foundation built over the last several weeks I think we can all benefit from the book. One of my favorite parts is where the authors discuss the principles of transformational leadership.

They argue that 8 principles can help government managers/leaders become more effective in their jobs.

Principle #1: View organizations as systems.
Principle #2: Establish and communicate organization strategy.
Principle #3: Institutionalize a management system.
Principle #4: Develop and train all associates in process management.
Principle #5: Empower individuals and teams.
Principle #6: Measure and control processes.
Principle #7: Recognize and reward continual improvement.
Principle #8: Inspire continual change.

The book is about 13 years old but I still find the content very relevant. I feel as if this book combined with B&D and D,D,&A is a tremendous resource for any non-profit or public sector leadership training program. Where B&D and D,D,&A serve as the foundation of a well structured leadership program this book does a good job of keeping the key points fresh. It is only 157 pages which is the size of some of the chapters in our texts. I know the semester is over and we all have other obligations. However, I would encourage all of you to read this book. Besides, it wouldn't take more than a day or so to finish it.

Gaurav "Mike" Bawa

Great resource for philanthropy professionals!

I wanted to share a great web resource that was started by a few coworkers, called FLiP (which stands for Future Leaders in Philanthropy). The website is about building a community and a network where other future leaders in the industry can meet, learn, exchange ideas, and contribute to each other’s success. It also serves as a central resource to update people on news and events the field, offering useful resources for young professionals looking to advance their careers. In fact, every now and again a young professional is interviewed about his/her success in the industry (in the Meet-a-FLiP section). Many of these stories offer interesting insights about management and taking creative approaches to becoming successful.

Here is the website: http://www.networkflip.com/

Shikha Dalal

Effective communication in the workplace is key to company success

http://www.nwitimes.com/business/jobs-and-employment/article_819dd545-eba9-551e-87d0-93504efdc7bc.html

Having just gone through end-of-year evaluations, I found this blog emphasizing the importance of communication at work. It's funny how despite sitting across the same table and possessing an understanding of what is expected, two people can have very different opinions or definitions in interpreting a certain situation.

I don't think it will come as a shock given the fact that communication is the underlying common denominator to each of the frames we have used throughout the course. The author provides some very basic ways to improve personal communication - or enabling the reader to make her/himself heard more clearly and efficiently. Many of the points listed are similar to ones discussed in class, pertaining to ways to avoid conflict.


Valeria Bonanome

Avoid Cynicism in the Office

In the Corner Office section of The New York Times Adam Bryant interviewed Kathy Savitt, founder and C.E.O. of Lockerz, a social networking and e-commerce site. She gives some excellent managerial advice about avoiding cynicism in the office. Savitt compares cynicism to cancer and says that it can bring down even the best company. She says that people become cynical when “a team member has a great idea or has a big issue with a customer experience and no one responds, no one even acknowledges it, no one gets back to them. The idea festers, problems continue to mount, no one listens.”

We studied these issues when we learned about being a good manager and the importance of communication; actively listen to your employees and acknowledge them.

She also gives some examples of questions that she asks on an interview. I always think that it’s useful to read about how different managers interview candidates.”Some of the questions I ask all the time include, what did you love most about the work you just finished doing? And if you could design your life in terms of work, what would that job actually be? If you could take 100 percent of your abilities and create a job description, what would it look like? You learn a lot from people when they answer that question. I like to ask them who’s been the best manager they’ve ever had and who’s been the worst manager they’ve ever had — not their names, of course, but their qualities.”

http://www.nytimes.com/2010/12/05/business/05corner.html?_r=1


Catherine Crawford

The Grinch Rebrands Christmas

In the Young Men's Christian Association's efforts to "rebrand" themselves they have opted to rid Santa from their annual holiday party replacing him with a talking snowman.  See article here....http://www.myfoxny.com/dpps/news/local_news/manhattan/santa-gets-the-heave-ho-ho-at-nyc-ymca-dpgonc-km-20101212_11048452. 

The YMCA has taken this measure to become more approachable by the masses but as a Christian organization founded in the 1800's, I wonder if in they are alienating their base constituents as well as betraying their roots.  If we reflect on this change through the symbolic frame, an organizations culture is revealed and communicated through its symbols.  In this case, Santa is a symbol of the Christian holiday Christmas.  What does the erradication of this symbol say about the organizations past, present, and future?

Amanda Talty

Cultural Diversity In The Workplace, Strength In Diversity!

The importance of cultural diversity in the workplace has been, for the most part, accepted in American business. This is illustrated by the increased presence of women and minorities in the business world. Diversity has gone from being a moral and /or legal issue into a business necessity. A study by the Hudson Institute for the U.S. Department of Labor found that 85% of the new entrants into the workforce in the next decade will be women, minorities, and immigrants. If you want your business to be successful and competitive in the future, you will have to utilize these human resources and participate in these diversity trends. America is the most diverse nation in the world. Cultural diversity in the workplace is becoming more and more desired. Our ethnicity, religion, life experience, etc., makes each of us unique. The management of cultural diversity in the workplace can be considered a response to the need to recognize, respect and capitalize on the different backgrounds in our society in terms of race, ethnicity, and gender. I think it is important to include diversity as a crucial factor when analyzing our management styles; Taking advantage of all the richness of resources that each person from different backgrounds brings will improve tremendously the organization’s competitiveness; It will also bring a balance of mutual respect and understanding in the workplace therefore an increase of productivity.

Maria Falvey

http://www.leadership-tools.com/cultural-diversity-in-the-workplace.html

The Most Important Leadership Quality for CEOs? Creativity

For CEOs, creativity is now the most important leadership quality for success in business, outweighing even integrity and global thinking, according to a new study by IBM. Creative leaders are also more prepared to break with the status quo of industry, enterprise and revenue models, and they are 81% more likely to rate innovation as a "crucial capability." Ironically, while company leaders in North America will bring more integrity to the job, they also expect far more regulation than foreign heads, both presumably reactions to negative public perception and heavy government intervention following the recession. I think it is logical to find this kind of results when you evaluate leadership, especially at the present time when the economy is not in it best moment, people need to adapt to the new conditions and so the best way to do it is being creative. Creativity is a fundamental quality of the human being to best cope with change.

Maria Falvey

http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study

"Nine Cs of Leadership"

Hi Everyone,

I am currently reading a book which I think you might all enjoy as well. It is entitled Where Have All The Leaders Gone?  by Lee Iacocca. The author, Lee Iacocca, is credited with saving Chrysler when it was facing bankruptcy. He presents what he calls the "Nine Cs of Leadership" that we should use to screen candidates who say they want to run the country. His list is the following:

CURIOSITY - a leader has to listen to people outside his inner circle. He has to read because the world is a big place. If a leader never steps outside his comfort zone to hear different ideas, he grows stale.

CREATIVE - a leader has to be willing to think outside the box. Leadership is all about managing change. Things change and you get creative. You adapt.

COMMUNICATE - a leader has to know how to talk straight. Communication has to start with telling the truth, even when it's painful.

CHARACTER - a leader has to be able to know the difference between right and wrong and have the guts to do the right thing.

COURAGE - a leader has to have balls. Courage is a commitment to sit down at the negotiating table and talk. If you're a politician, courage means taking a position even when you know it will cost you votes.

CONVICTION - a leader has to have fire in his belly and really want to get something done.

CHARISMA - a leader should have the ability to make people want to follow him. Charisma is the ability to inspire and instill trust.

COMPETENT - a leader should know what he is doing or at least surround yourself with people who know that they are doing.

COMMON SENSE - you can't be a leader if you don't have common sense.

I think this list does a nice job of summarizing our classroom discussions and the text material. In fact I would go so far as to say that we might be able to branch each of these qualities into various chapters in both B&D and D,D, & A. I am enjoying the book because Mr. Iacocca is examining the actions of the federal government against the backdrop of a career spent in the Private Sector. So, here is my questions, given my future aspirations which of these have I demonstrated and which should I work on?

Gaurav "Mike" Bawa

Eli Broad and the Trouble With Leading Non-Profits

Broad single-handedly saved Jeff Koons's career...
and profited handsomely from it.

The New Yorker's recent profile on billionaire philanthropist Eli Broad is one of the best articles I've read about the non-profit sector in recent memory.  The moral of the piece is that, when it comes down to it, no non-profit sector CEO or President is really the boss:  the donors are.  This is especially true in a "one-philanthropist town" like Los Angeles.  Eli Broad has just about single-handedly created LA's art scene (he has given over $140 million to LA's art museums), and he demands a lot from the executives beholden to him.    


Broad is picky about prices from famous artists and architects, demands elaborate recognition of his generosity, and forces out executive directors of the art institutions he supports as soon as they even think about disobeying him.


The article draws an interesting distinction between the role of the for-profit executive and the non-profit executive.  A for-profit executive has one simple goal at the end of the day:  profit, and a resulting increasing share price.  A non-profit executive, on the other hand, must run a business efficiency, put on a good public face, please major donors, grow an organization's esteem, and (presumably) affect public good.  Even then, a major donor's whim may leave a non-profit CEO who does everything right out on the street.  This is a scary thought to me:  a non-profit exec needs to be a master of all frames, the political above all.


The article also provoked a second question about non-profit executives:  who is the real shaper of a non-profit's mission:  the donors/Board, or the CEO?  Broad considers himself, as the financial backer making LA's art scene happen, the arbiter of the mission of the museums he supports--moreover, by law, Boards of Directors are the caretakers of a non-profit's mission.  But many CEOs go into non-profit work in the first place because they are moved by a mission--if they are simply carrying out a Board's intent, non-profit executives are no different than for-profit leaders:  bureaucrats beholden by outside interests.  I wonder:  can there be a shared ownership of a non-profit's mission, or do stories like Eli Broad's prove once again that it's all about the money?


--Sean

Bono, The Authentic Leader

We have studied leadership and what makes a good leader. I was thinking about unlikely leaders and my first thought was of Bono. He started out as the lead singer of the band U2 and is now a statesman on his own.  He can get an audience with almost any world leader that he would like and probably has.

According to Bill George, author of “Leadership is Authenticity, Not Style” from the book “Management Skills”, Bono is the quintessential authentic leader. “Authentic leaders demonstrate these five qualities: understanding their purpose, practicing solid values, leading with heart, establishing connected relationships, and demonstrating self-discipline.”       

Bono has been a leader in the fight against AIDS and poverty in Africa. He is the co-founder of ONE, a nonpartisan, grassroots advocacy group backed by more than two million people that is dedicated to the fight against global poverty and preventable diseases, such as HIV/AIDS, malaria, and tuberculosis.   

Bono also co-founded (RED) to encourage businesses to join in the fight against AIDS in Africa. In just over two years, (RED) has generated more than $120 million from some of the biggest brands in the world for the Global Fund to Fight AIDS, Tuberculosis and Malaria.  

Bono helped start EDUN, an ethically sourced clothing company run by his wife, Ali Hewson; EDUN produces clothing in developing areas of the world, particularly in Africa.

 Few may be aware but Bono is a Managing Director and Co-Founder of Elevation Partners, a hedge fund, which focuses on investments in market-leading media, entertainment, and consumer-related businesses. He is also a guest contributor of the Op-Ed page of The New York Times.

Catherine Crawford

International Symbolic Frames

Many of you may already know that business organizations are subjected to different sanctions and taxes in many different countries throughout the world. The article below describes the story of 44-yr old Mohsen, a partner in a firm that exports petroleum products in Iran. At the time the article was published, Mohsen's company was a million dollars in debt. The international embargo facing Iran by the United States has left Mohsen searching for innovative ways to fund his business, through loans.

I found this article interesting, because at one point, Mohsen describes ways in which he avoids creditors from collecting the money owed to them by his company, "if a creditor sees that you're not making ends meet, and that you're canceling the annual vacation or selling off the fancy car, he'll deduce that you're about to go bankrupt. And then, he'll swoop in before other vultures to salvage what he can. If the creditor knows you have some money, and your company is operating, then he's relaxed." He states that in order to delay creditors from harrassing and battling out the funds owed, he has to give the impression that his company is successful and prosperous. To do so, he must continue going on lavish vacations and purchasing luxurious cars. This seems a bit extreme, but regardless, it reminded me of Bolman and Deal's Symbolic Frame. Certain symbols, in Mohsen's case - status symbols of success, allow companies to survive within the current economic state they are in. Despite the economic debt Mohsen's company is in, he has to continue to keep his business afloat or risk being sent to jail and owing thousands of dollars to his debtors. Far from being economically productive, his company's sole purpose has come to pay off creditors and lenders.


http://articles.latimes.com/2010/dec/05/world/la-fg-iran-middle-class-20101205

~Janet Echeverry

3 Qualities to Build Effective Leadership Trust

I thought it was important to search about trustiness in leadership, because when employees trust their employers you can see an increase of motivation, communication, creativity (people is more willing to take risks) therefore a higher performance. This article tells us how trust plays a vital part in any successful business; it builds a sense of security in the workplace. It is interesting to see how trustiness increases if the behavior of the people in leadership positions is consistent over a period of time, and when a relationship involves behavior that demonstrates empathy toward the other person, communication begins to take place at a much higher level. People in leadership positions who cannot demonstrate faith in others were also have difficulty in trusting them. The article also mentions the following steps for the creation of trust: First, there must be effective communication. Second, effective communications must contribute to deep understanding. Third, the next step is the creation of mutual respect. When you have a situation where mutual respect has led to a deeper understanding, it is possible for the participants to experience ensuring trust. There are important benefits achieved trough trust, I think it is important to promote trust in the workplace.

Maria Falvey

http://ezinearticles.com/?3-Qualities-to-Build-Effective-Leadership-Trust&id=5184237

Julian Assange – who and what did he really jeopardize?

Unless this past month you’ve been living under a rock, you have heard of what Julian Assange and Wiki links have been up to.  Wiki links has released thousands of pages of government documents; some potentially harmful to the security of the nation.  Though my curiosity often gets the best of me, I do understand the need to withhold certain classified documentation from the public’s view.  Whether it’s Wiki links or the government employee, who actually stole and copied classified documents, who should be prosecuted…well, that decision is not up to us.  Though I do admit I enjoy government officials squirming around and crying “bloody murder” in response to some of the ridiculous blunders and idiotic mistakes they’ve been called up to. 

One thing that I think about with this whole dilemma unfolding, is how it is going to shape the government’s take on transparency and secrecy. One of the reasons for organizations to reframe their structure is the change in technology, but also changes in oversight.  (Bolman and Deal)   The problem is that in today’s world of sophisticated and widely accessible technology, our government might chose to employ various instruments of surveillance, some of which have thus far made many of us uneasy.  In order to fight espionage and any further leaks, we might have to surrender our privacy and comfort to the government.  Phone tapping, airport security scanning, what is next…no habeas corpus?  

 Regardless of what the leader of Wiki links – Assange, has been accused of, I believe that his premise was not to cause any government s’ collapse, but to shed light on some of the wrong – doings of our political representatives.  Saying that, I also found a blog on the Huffington Post site that brings up another potentially harmful result of Wiki links endeavor.   Other than the U.S government, there were several countries, international organizations and other entities that were exposed by Wiki links; some of which, let’s just say...don’t deem human rights all that necessary.  In the least in U.S, U.K or Australia, Julian Assange will get a trial, a lawyer and support from millions of his followers.  Those living in countries of anarchy and terror might soon find that their governments show even less transparency, and obliterate anything that could risk their exposure.   That might have been something Assange wanted to consider…

http://www.huffingtonpost.com/yoani-sanchez/wikileaks-and-empty-archi_b_795038.html

Gabriela J.

December 11^th, 2010

Less lateral coordination, more transformational leadership!

Recently, but not uncommonly, we’ve been hearing of all these conflicts fuming out of Washington.  As Brandon mentioned in an earlier post, when running for office, President Obama symbolically ran on the promise of change.  Though there has definitely been plenty of conflict, many of us feel that there hasn’t been enough change.  Now, looking at this from Bolman and Deal’s political structure perspective, we know that when there are various parties with diverse values and beliefs, aiming towards different results, there is inevitably going to be conflict there.  Especially since there has been a shift of power (change)  first in the Senate (2006), then in the White House with a new party president and most recently with a somewhat smaller shift in the Senate again (Nov. 2010).  The federal government in this aspect, is still an organization, a public organization and therefore, I believe, change cannot come solely from the top leader/official.  The opposite of his predecessor, I believe President Obama has a much more lenient leadership style; he commonly practices lateral coordination.  Through meetings, taskforces and open communication; his style seems the total opposite of how the former President Bush dealt power while in office.  Which is more effective?      I supposed that all depends on ones’ definition of effective.  If effective means accomplishing ones’ agenda at all cost, lacking in support and respect of majority, than yes, one can be effective at that.   Most of us can agree, regardless of what our political or moral beliefs, that the former President Bush has accomplished much of his set agenda.  Should than President Obama tackle the conflict that has been plaguing our Congress  and our nation by abandoning his ways of lenient and open leadership and following in the footsteps of his predecessor..?  Perhaps, in order to be an effective, transformational leader, that’s exactly what he needs to do.

Gabriela J.