I've never been much of a Halloween fan. Maybe it is because growing up in Michigan trick or treating meant getting a costume on, putting a coat on, piling into the car, getting out, taking the coat off, going into a house, staying while Mom and/or Dad visited, putting the coat back on, then repeating the process a few times.

It hardly was worth the candy.

And I've never been a big fan of the witches, ghosts, goblins, blood and gore, etc, that palys a big part in the whole Halloween scene.

In recent years, I've grown to appreciate the holiday a bit more as a parent (though with Parker being "done" with this at 14 and Kelsey being 8, we don't have too many more costume years). And it doesn't hurt that in our neighborhood we all hang out outside with a fire, some cold beverages and snacks and hand out candy from a drive way rather than going to the door for a couple of hours.

Even so, Halloween has just never been my thing.

But about ten minutes ago, I had an aha moment.

Halloween is one day a year when adults find it "ok" to use their imagination. Today there are people all over the world (or any place where Halloween is celebrated) who are pretending.

Yes, people are pretending to be witches and ghosts and vampires. But they are also pretending to be firemen, or nurses, or President Bill Clinton, or you-name-it. They are expressing and proving their creativity.

Pretending is something we are supposed to outgrow when we are kids. But pretending is a great way to exercise our imagination. We want people to have a vision of the changes we are implementing, yet it isn't ok to pretend. We want people to be creative, but it would be best if they followed the dress code and used the right color markers on the white board when brainstorming.

Pretending takes us back to our kidhood. It exercises our imagination, it unleashes our creativity.

That is reason enough to celebrate Halloween today.

Whether you plan on dressing up today or not, do a little pretending today. Consider it your way of celebrating the day.

After we've done that our task is to hold on to what we "learned" about ourselves today - and allow ourselves to be a kid and pretend tomorrow and every day - all the way until next Halloween. Do that and your life will change significantly, and you'll likely have the best costume at the party you go to on Halloween 2007.

Also posted in Creativity, Leadership, Learning and Teamwork.

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Dr. Ivan Misner, Hazel Walker and Frank De Raffele are doing research for an upcoming book about the differences between men and women as networkers.

No, I'm not talking about a 2006 version of Battle of the Network Stars, but a seriously interesting question.

The authors would like your help by filling out their survey. You can do that here.

Also posted in Learning.

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Saturday I wrote a post about engagement - how engaging employees will reduce unscheduled absences (you can read it here). At one level, absences are an important issue. On the other hand, engagement is far more powerful than that.

Consider this quotation from the Gallup Poll, 2005:

"Exceptional performance occurs when employees are aligned with the culture and the culture is aligned with the strategy."

Now consider what I thought after I read the previous quotation:

"Engagement occurs when employees are aligned with the culture and the culture is aligned with the strategy."

Let me put it another way . . .

"Get your culture aligned with a meaningful strategy, then get employees aligned with that culture and you will have highly engaged employees. The result? Exceptional performance."

(Thanks to The Tom Peters Times, November 2006 issue for the quotation).

Also posted in Leadership and Teamwork.

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Thanks to Stephanie West Allen I just read Scott Adam's (of Dilbert fame) blog. The post is titled Good News Day.

At the end of the post Scott says, "Leave me a comment telling me the happiest moment of YOUR life." This reason alone would be a good reason to visit the post - to read the responses that many people have shared.

Before his ending question though, Scott shares about his ongoing bout with a rare disorder called Spasmodic Dysphonia. Spasmodic Dysphonia causes a person to lose their voice permanently in certain situations. Specialists have told him that no one has ever recovered from it.

Read this post to learn what he has done, what he is doing, and the results he is experiencing.

After reading it I had three reactions. I marveled in the power of both our brain and of optimism, and I took time to count my blessings - and added my voice to that long list.

Make the time to read this post. And think about the happiest moment in your life. (Feel free to share yours here if you'd like!)

Also posted in Learning.

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That is the title of the short article in the Indianapolis Star's Business Section this morning. It is a story from the Associated Press that cites a survey conducted for CCH by the Harris Interactive consulting firm. The results?

Unscheduled absenteeism is at its highest point since 1999. The rate is 2.5%.

2.5 % of people won't be at work tomorrow, even if they said they would be when they leave work today.

If you are thinking that people can get sick and that is most of the reason for these absences, according to the survey you would only be right 35% of the time. Personal needs (18%), stress (12%) and the "entitlement mentality" (11%) are some of the other major reasons cited for unscheduled absence.

As I read this short piece all I could think about was the conversation I had with a potential Client yesterday. I was called to come and talk about improving or increasing the engagement of the staff.

Engagement.

People who are engaged in their work, who are passionate and truly care about their work don't take days off for inconsequential things and they certainly don't do it because they feel entitled to the time off.

Some people will read these statistics and think about how people taking unscheduled time off hurts their staffing levels and their ability to provide good Customer Service. They will be right.

Some people will look at the overall labor market and see that as jobs get easier to come by, people are more willing to take the extra time off. I'm guessing in some parts of the country this might be a contributing factor.

Some people will read these statistics and blame it on the younger workers, thinking, "They just don't care like people used to." I don't personally think this is true, but it is a valid perspective.

In the end though I don't think about any of those things. I think about opportunity.

As leaders we have an opportunity to engage our people more fully in their work. When we do they will become more productive, achieve more, and enjoy their work more. They will also come to work when they are scheduled to be there. They'll take Cal Ripken - baseball's all time consecutive games played record holder - as their role model, rather than Ferris Bueller.

We can engage others more fully in their work. When we do those things we are benefiting our business, but we are also benefiting the individual greatly. They will be happier and healthier, and they will choose to come to work because their work is contributing in positive ways to their life.

If you aren't a leader, you can still choose to be engaged or find new work that does engage you.

How engaged are you?

What could you do to become more personally engaged in your work?

The percentages in this survey in 2007 may go down. I hope that if they do the reason is because leaders around the country have taken the challenge to engage people more fully in their work.

Also posted in Customer Service and Leadership.

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Recently I was working on a chapter for my new book called Remarkable Leadership (which will be published by Jossey-Bass in July 2007 - more on that in a future post).

As I was writing I decided to consult some of the people I respect most with an interesting question . . .

"How would you compare empowerment and delegation? Are they the same or different? In what ways?"


While the draft of the chapter is written, I've contniued to think about the nature of the responses I received and so I decided to ask you, the blog reading world to wiegh in as well.

In a couple of days I'll share some of the responses I received, but for now, I'd like your responses. Click the Comment button below and share yours. Everyone will benefit from your insights.

Thanks in advance for contributing to the conversation.

Also posted in Leadership and Teamwork.

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I've recently "met" (virtually anyway) the author of a very interesting book called, Raising An All American - Helping Your Child Succeed in Athletics and Life by Devin Durrant.

Devin should know about being an All American, because he was one in basketball. The title of his book sums up his mission. At one level this is a book about parenting. At another level you can think about the book from the perspective of leadership - both personally and as a parent. And of course, if you are a basketball fan, you'll especially enjoy the book.

I did a short interview with Devin, and here it is . . .

Kevin: What led you to write Raising an All American?

Devin: Just before I graduated from high school, my basketball coach, Jim Spencer, asked me to write a paper on what I thought it took to become an All-American. I had just been named to the McDonald's All-American basketball team. He wanted to share my thoughts with his future players. Writing that paper made me consider my formula for success. I have been refining that formula since the time I wrote that paper back in high school. Since graduating from college in 1984, I have worked with youth in many different capacities. For nine years I ran a basketball camp. Because of my success as a basketball player in high school, college, and as a professional, I have been asked many times by young people, "What can I do to be a successful athlete?" and by parents, "How can I help my child succeed in sports?" The thoughts I share in Raising An All-American are an accumulation of ideas that combined together make up a formula for success. That formula is contained in my All-American Puzzle. As I have grown older, I have realized that the formula for excellence in athletics can also be used to succeed in life.

Kevin: Why is it that you picked a puzzle as your metaphor /model?

Devin: Primarily, because a puzzle is something almost everyone can relate to. We'll all experienced the process of putting a puzzle together. Secondarily, as a kid, I loved to put puzzles together so it was a natural metaphor for me to use with my All-American Puzzle.

Kevin: Is this book only for parents of athletes/aspiring athletes?

Devin: Raising An All-American is mostly for parents but in the book I invite parents to have their children read sections that the parents think would be of value to their child. I then encourage the parents to discuss what has been read with their child.

Kevin: At what aged kids is this book most applicable for?

Devin: I think it has application for parents of kids as young as 6 years old up to 18.

Kevin: What is your favorite basketball memory?

Devin: My favorite basketball memory would be winning the state championship my senior year of high school. It was particularly rewarding because I had been close the previous two years but had lost both times in the semifinals of the state tournament. I also remember with fondness the opportunities that I had to compete with and against Charles Barkley, Larry Bird, Michael Jordan, Danny Ainge, Karl Malone, and other great athletes.

Kevin: What is the best part of your experience in being an All American?

Devin: The best part is what I learned from the process of arriving. That's what I try to share in my book - successes and failures. The principles and values that I learned from pursuing athletic goals have carried over into over parts of my life after sports and have enriched my life is a number of ways.

This book has an interesting approach from a perspective Devin is unquely qualified to take. If you order a copy today you will have an opportunity to receive some amazing bonuses along with your book order. For information on the book and this offer go here.

Also posted in Leadership, Learning, and Teamwork.

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Today we wrap up my interview with Lori Silverman, author of the new book Wake Me Up When the Data is Over.

Kevin: What's next for you and stories?

Lori: Good question! Throughout the interview process I had leaders ask me for activities and exercises to help them in using stories within their own work groups, departments, and divisions. While we bring some of these into Wake Me Up When the Data Is Over, there are many more that I'd like to capture. I'm also interested in capturing more examples of organizational story use and encourage people to contact me. These will then be offered to people who subscribe to our f-r-e-e monthly www.sayitwithastory.com e-zine.

As a business strategist, some of my current work is with leaders who are interested in weaving story into the fabric of their organizations. I have developed an assessment framework that helps them to identify places to strategically leverage the use of story for business impact, making it a way of life. This work intrigues me because of its newness and because I really do believe these organizations will catapult themselves within their industries.

Kevin: What else should we know?

Lori: Anyone can be a story pioneer. You don't have to be a leader within your organization to bring story into your work. Those I've interviewed who’ve taken on this role have gotten some amazing results in their work. And its been noticed by senior leaders within their enterprises.

Like Nike says, "Just do it." Especially in organizations where story is seen as touchy-feely, begin to use stories and to listen to them differently. There's no need to tell people that you're doing "story work" or using "narrative" until they begin to notice a change. Sometimes, when we label behaviors, they backfire on us. After people express an interest, then you can introduce them to the concept of stories.

If you have a group - a work group, a project team, a department - that's receptive to story use, start a reading group. Go through the chapters in Wake Me Up When the Data Is Over that have the most application to the group's work and discuss ways to apply what you read. You may also want to bring in training that helps the group accelerate its learning.

I truly believe the possibilities for story use in organizations are endless - limited only by our imaginations. When you can get such great results through stories who wouldn't want to embrace them?

Thanks Lori for sharing your expertise and insights with us.

If you haven't ordered your copy of this fascinating book, I recommend you do so now.

Also posted in Leadership, Learning, Teamwork and Training.

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To access the beginning of this interview with Lori Silverman, author of the new best selling book Wake Me Up When the Data is Over.


Kevin: What are the most valuable uses of stories?


Lori: I don't know if I can say which uses are most valuable. My book demonstrates tangible business results from story use in customer service (and sales), financial management, team building, building human capital, financial management, leadership development, project management, organizational change, difficult issues, strategy, core values and company history, marketing and marketing research, and branding. We don't have enough examples to leap to a conclusion. Its uses in the workplace are limited only by our imaginations. Here's where organizational culture also plays a huge role. Those enterprises that are open, collaborative, accepting of differences and failures, and trusting of their employees have a greater chance of achieving results through stories.

What I do know is that there are five practices around story use within organizations: how to find existing stories, dig into them to uncover hidden patterns and themes, select those stories that need to be reinforced, craft memorable stories, and embody stories to positively impact people's attitudes, thoughts and behaviors.

Finding stories is about listening in an appreciative manner to the stories people share regularly in the workplace, including those that lurk in the shadows of the organization. It also includes evoking stories by using phrase such as "tell me about . . . "

Digging into stories means going below the surface conversation. You can do this with a single story or across groups of them to uncover needs, expectations, fears, problems, assumptions, mental models and more. Let's be honest - this information rarely, if ever, comes through in a survey.

Every organization unconsciously reinforces certain stories through its brand, how it treats its customers and employees, and what's shared or not discussed in meetings, annual reports, and press releases. Selecting stories is about becoming more conscious and purposeful in the stories that continue to live within and outside the organization.

Crafting memorable stories recognizes that there's a science to story structure. Simply speaking, stories have a story arc: a beginning that sets the stage and introduces characters, a middle - that presents the conflict, problem, issue or dilemma, and a resolution that speaks to how the story ends. There's also a moral to the story, often universal in nature - what I call its "key point." To make change happen, include a call to action at the end.

I think the fifth area - embodiment of story - is where the real power of story lies. Telling a story or putting it in print or on video is an embodiment of it. So is painting a picture about the situation. Or creating a skit around a metaphor such as the Wizard of Oz that speaks to the challenges a group is facing. And finding an icon that depicts a story or multiple stories - a turkey at Thanksgiving time, a quilt made out of clothing a child once wore.

We're only beginning to learn about the myriad ways a story can be embodied because, for years, people only talked about storytelling as being what one does with stories.

What fascinates me is that no one organization we talked to appears to engage in all five of these practices. I think many organizations and story practitioners only see story as a tool or technique. I don't. I see it as a strategy - a way to more effectively compete in an already overcrowded marketplace. Those organizations that embrace it as a strategy will leap ahead because of the results stories invoke.

Kevin: How can we better use stories to become even more effective as a leader?

Lori: First, listen appreciatively to stories from your employees. This means not interrupting them, making judgments and evaluations of the content, and giving them your undivided attention. Why should people want to hear your stories if you won't sincerely acknowledge theirs? And, find appropriate times to evoke them in conversation. You'll receive richer information that also provides you with the context of the situation. Plus, you may receive a story that's just begun, whose ending can still be shaped.

Second, begin to include them in your communications - in one-on-one and group settings, in your correspondence, in voice mails. Learn about how to structure stories and tell them in effective ways. While those that are spontaneously "told" can be very effective, those that you reflect on and practice may get you even better results.

Third, finds ways to employ them in your daily work processes. For example, ask for stories in interviews. Use them in new hire orientation to communicate core values and the history of the organization. Incorporate them into coaching sessions and performance reviews. Make them a part of a business case for a new project or major expenditure. On the flip side, encourage employees to use them in their work processes. Actively help them look for applications.

Kevin: How do stories relate to organization culture?

Lori: Stories exist everywhere in organizations. There are those that are surfaced and reinforced on a regular basis, those that are whispered in the hallways, and those that are regularly silenced. Collectively, these stories speak to an organization's culture. Each of them has a set of assumptions, values and beliefs and artifacts (what you can touch and feel: policies, procedures, structures, systems and so on) attached to them that may or may not be consistent. The stories on the surface speak to the dominant story narrative in the organization - what's considered to be right and wrong. Those that are whispered or silenced tend to reflect the hidden counter-narrative. They may raise new truths or possibilities of what can be that are either in the formation stages or aren't acceptable within the current culture.

For example, for years, fast food companies didn't acknowledge the need for their products to be healthy. They just had to taste good and sell. Slowly, questions began to be raised about their nutritional value, with some companies shifting to a new health-impact story quicker than others.

There are also stories that are absent or missing - that don't exist within the organization. For example, perhaps there are no stories around employees with disabilities or cultural diversity. Identifying these stories can also help explain the culture that exists. Figuring out ways to bring them in can aid in shifting the culture in a strategic manner.

We'll conclude this interview tomorrow. In the meantime, order your copy of the great book and you can collect these amazing bonuses!

Also posted in Leadership, Learning, Teamwork and Training.

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. . . is the name of a brand new Amazon bestselling book by Lori Silverman, management consultant, speaker, and author. Today I will post the first part of my interview with Lori, but before I get to that, I want you to know that now is the time to order you copy of this book. Why? Because if you order between now and Thursday, October 19th, you'll receive over $500 in valuable gifts on top of this great book!

To learn more about and order the book, go here.

Then go here to claim your bonus gifts!

On with the first part of our interview. . .

Kevin: How did Wake Me Up When the Data is Over: How Organizations Use Stories to Drive Results come to be?

Lori: In radio and TV interviews to promote Stories Trainer Tell: 55 Ready-to-Use Stories to Make Training Stick in 2003, I was asked to discuss the advantages and pitfalls and effective use of stories in training. In return, on-air personalities shared instances where stories made a difference in their lives. Then they'd ask: Can stories be used in sales? Are they effective on a shop floor? Do they have a role in customer service? Since there wasn't anything written at the time on these topics, I'd provide examples from my consulting work. But I hungered to learn more.

So I revisited books on storytelling in organizations and browsed numerous articles. I got a few more examples, but not many. Then I joined the National Storytelling Network and its Storytelling in Organizations special interest group. Whenever I heard names of people working in the field, I'd contact them to learn more about their efforts. Their insights led me to events at the Smithsonian Institution and through Golden Fleece. Yet, I still wasn't satisfied. Something was missing.

Not one to wait for examples to materialize, I decided to scour the planet for story applications in various business disciplines such as branding, marketing, financial management, project management, strategy and the like. Knowing I couldn't accomplish this work alone, I queried Karen Dietz, executive director, in January 2004 about partnering with the National Storytelling Network. Together we approached Jossey-Bass. After writing ten proposal drafts, I landed a book contract and the National Storytelling Network became the formal sponsor of Wake Me Up When the Data Is Over: How Organizations Use Stories to Drive Results.

Fourteen months later, 14 contributors and I had interviewed 171 people representing 81 organizations around the world to obtain examples of story use not previously published or brought to the forefront of the industry. Two additional contributors fashioned the book's introduction and a comprehensive list of resources in the field. The field of story work now has an amazing array of examples, the results of which are truly astounding.

Kevin: What types of results did you uncover?

Lori: My book is the first time specific results of story use (not storytelling!) have been captured. Here's what I've recently learned by aggregating this information across the 72 examples in the book. Keep in mind that some examples impacted more than one outcome.

* 36 percent demonstrated improved financial performance through increased growth, profitability, and/or increased funding.
* 18 percent show a link between story and furthering specific organizational goals.
* 17 percent reported increased levels of engagement between people and the organization and/or higher levels of teamwork.
* 17 percent showed a positive impact on the amount and type of customer feedback, improved customer satisfaction and/or improved customer perceptions of the brand.
* 11 percent demonstrated decreased workflow cycle time, improved speed of message delivery or time to market, and increased efficiencies.
* 10 percent reported an impact on training feedback and effectiveness, including transfer of skills and knowledge to the workplace.
* 8 percent noted positive cultural changes.

Other results from story use included increased visibility through media or industry awards and rankings, closing more deals with clients, improved staff retention, practical problem solving, bringing core values to life, overcoming issues, improved employee satisfaction, and decreased employee absenteeism.

If you're a leader, how can you argue with these outcomes?

Kevin: Why are stories so powerful in organizations?

Lori: Let's first talk about how they impact people on an individual level. Our brains are wired for stories. They create visual images that the brain comprehends, remembers, and recalls with high degrees of accuracy. They also connect left brain and right brain thinking together into whole-brain thinking. Consequently, stories have the ability to:

a) touch people's physical being (for example, they may laugh or their bodies may have a visceral reaction to what they see hear, or experience),
b) cause them to think about and reflect on what they've heard,
c) impact their emotions, and
d) speak to the human spirit.

When we affect people in this manner, changing or shifting behaviors and attitudes is now possible.

So when you bring people together to share their personal stories (for example, why they chose a common career such as nursing), to co-create the story of their future as a part of strategic planning, or to combine stories about what they've learned as being members of a project team, they have the opportunity to connect and find common ground with each other on these four levels. People start to function as a collective whole rather than as individuals and together can move in a particular direction. And, they do so more quickly.

On a one-on-one basis, when you take the time to truly listen to someone's story and to acknowledge its significance, you establish rapport and build trust. Now attach this to the results housed in Tom Rath's new book, Vital Friends: People who have a best friend at work are seven times as likely to be engaged in their job. Given that the Gallop Organization has shown that 71 percent of employees are disengaged, this is very significant.

I'll have more of my interview with Lori tomorrow . . . in the mean time, order your copy and get all of the amazing bonuses!

Also posted in Leadership, Learning, Teamwork and Training.

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This Wednesday, October 18th and 2 pm ET/11 am PT I will be having a conversation with Lisa Haneberg, author, consultant, coach, and blogger extraordinaire (check out her Management Craft blog here.)

This interview, a part of the Remarkable Leadership Conversation Series is free to anyone interested in taking more personal responsibility and accountability as a leader and as a human.

I hope you'll choose to join us to listen and interact with Lisa yourself.

You can get more information and sign up here.

Also posted in Leadership, Learning and Training.

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Today's issue of my newsletter, Unleash Your Potential, is all about passion. The weekly article talks about working with passion, the book I recommend, Who Are You People, is about our passions, (I posted about this book recently here - here's the post).

And my online colleague and buddy Curt Rosengren of The Occupational Adventure blog (among other things) is hosting a free tele-class on Tuesday October 17th entitled, Wild About Work (tm). Click here to learn everything and sign up.

Put some passion in your day, and your work/career by clicking on these links!

Also posted in Learning.

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That is the topic of my teleseminar this week. I've not promoted those events here in the past, but I feel strongly about this topic, and so I decided to do so today. If you sign up for this teleseminar in our Remarkable Leadership series, you'll get a complete handout, have the chance to listen to and participate in the call (including asking questions) as well as getting a recording and transcript of the call a couple of days later.

The teleseminar is entitled: Remarkable Leaders Take Personal Responsibility, and while it is focused on leadership issues, trust me, it applies to all of us!

Click here to get full details and sign up at a deep discount.

I hope you will join me on Thursday October 12th!

Also posted in Leadership and Learning.

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I overheard a conversation between two employees at the deli counter at my local grocery store recently. The younger of the two women was talking about how people can't be trusted any more. "It's not like it used to be," she said (though she seemed hardly over 25), "People will say or do anything - you can't trust anyone."

"That's why I have just a small circle of friends, and beyond that, I'd just as soon be a hermit."

Her older colleague, listened carefully, then tried to end the conversation by saying, "That may be true, but that isn't going to stop me from talking to people."

I've had a hard time getting this conversation out of my mind.

The belief that "people can't be trusted anymore" is altering woman #1's life. It will impact her ability to be successful at work, build satisfying relationships, and navigate life easily. Her statement about being a hermit shows the depth of her belief.

It isn't my goal in this short post to convince you that her belief is incorrect, but rather to have you reflect on the power our beliefs have on our performance and results.

What beliefs are aiding or hindering your personal and professional progress? Have you consciously chose those beliefs or are they operating as filters in your life without adequate examination?

These are questions worth considering.

No one can do this for you, you must consider them yourself.

Also posted in Customer Service, Leadership, Learning and Teamwork.

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My daughter Kelsey, age 8, came up to me on Saturday evening with a piece of paper. She explained that she had just written a song.

Here it is:

The Never Give Up Song

Never give up.
Never stop being what you want to be.
Never sit down.
Never give up.
Never give in.

by Kelsey Eikenberry

Maybe I'm biased (ok, I know I'm biased), but there is much truth here. As a leader we want people on our teams who are persistent, optimistic and who never give up. We look for those traits in the people we work with on teams. We know that persistence is a trait we value in ourselves as well.

Read Kelsey's words at least three times today. They will help you persist, whether your challenge is large or small.

Whatever you face today, don't give up.

Thanks Kelsey.

Also posted in Leadership and Teamwork.

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People often ask me about finding the best mentor. My advice, if you work in an organization of any size is that there is value in finding a mentor who has been successful where you are (there are many other benefits to having mentors outside of the organization but that is for another post).

When you find someone who has been successful where you are, you get more than the skill development that comes from a typical mentoring relationship. These connections are about more than building skills, they are also about organizational culture and landscape too. When you work with someone who has had some success in your organization and knows how to navigate within your culture, you gain an additional perspective. Your mentor can then guide you successfully within the structure of your company.

If your organization does not have a formal mentoring program, you can seek out someone to serve as your guide – keeping in mind that you want someone who is interested in your development - as well as the success of the organization as a whole.


If you have read this post from the perspective of being a mentor, rather than being mentored, you might enjoy reading my article, Nine Reasons Why Mentoring Matters to You.

Also posted in Leadership.

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