Do you look forward to your next meeting?

If your answer is no, this does not surprise me. In over 25 years of managing, I saw many meetings which didn’t work. Either the wrong people were there to make a decision or the right people were there, but the meeting leader was disorganized. Many times, the meeting was unstructured, and, as a result, it went over the time limit with little accomplished. Many times, there was no agenda, and it wasn’t clear what was the desired outcome. Many meetings that I attended didn’t have a process to enable all participants to contribute, and, as a result, people shut down and didn’t participate. I would just calculate the average hourly salary of each person in the room just to estimate how much time and money was wasted. Once I calculated that a meeting, which included 10 senior managers and human resource executives, to make a decision on which type of coffee to have in the break room cost over three thousand dollars. It turned out that we couldn’t agree and ended up meeting again!

An Interruption to work

Many meeting leaders are confused which process to use for their meetings. For example, meetings where you want lots of open feedback and collaboration (mission meetings) are often run in an autocratic way with the only communication coming from the leader. And, normal staff meetings (where you want rigor and process) are led in an open, unstructured way, with everyone talking at once. No wonder why the staff never looks forward to coming to the meetings. At these organizations, people look at meetings as an interruption to their work!

How to make meetings work

There are simple steps to take in order to make meetings work. It takes discipline. First, decide if you are going to have a mission or a process meeting. Mission meetings are good to have if you need to solve a problem or create a new solution. In mission meetings, you want lots of collaboration, brainstorming, and less control from the leader. Process meetings are better suited for routine business such as product development. In these meetings, routine information is passed down and you want a leader who has rigor and is in control. Normally, process meetings don’t require open discussions.

Next, invite the right people to the meetings. Don’t just invite the whole staff and as many managers as you can. Invite only those people who have content to contribute; who are involved in making a decision; or who have tasks that are due. Ensure that each person knows why he or she is invited.

Prepare an agenda. Having stated agenda timeframes is very important. I have observed that when timeframes are listed on the agenda for various topics, the group will work hard to enforce the guidelines. Stay on schedule! The worst habit a meeting leader can have is to start late and finish late. When issuing a task at the meeting, the leader must assign a responsible person and a date by which a task is due. It is also good to review these tasks at the end of the meeting so everyone knows what is expected next.

In most meetings there is always one person who seems to bring up topics which have nothing to do with the stated agenda and takes everyone off track. Strong meeting leaders know how to handle this. As soon as the irrelevant topic comes up, the leader makes it clear that this might be an important topic to discuss but at a later date. The leader, however, respectfully takes the topic and writes it down on a flip chart labeled, for example, Parking Lot. The person who brought it up feels better and everyone else in the meeting feels relieved that the meeting can continue on schedule!

Finally, it is important to publish a written record of a meeting. These meeting minutes should be so clear that anyone who reads them, even those who did not attend the meeting, would understand what was accomplished. The meeting minutes should include who attended, who was absent, and key decisions which were made. Additionally, the meeting minutes should include next steps, the names of who are responsible for key tasks, and when these tasks are due. All this should be reviewed at the start of the next meeting. The meeting minutes should include details of when the next meeting is going to be, where it will be held, and what the related details are. Each meeting agenda should also state upfront the expected outcome. If there is no problem to be solved, no solution to be created, or no information to be passed down and discussed, there should no meeting!

The importance of follow up

Following up after each meeting is important and a key responsibility of the meeting leader. The leader should follow up on the task progress, open issues which come up during the meeting, and provide guidance and direction as needed. The worst meetings are the ones which are run well but nothing happens after them. As a result, the company loses more time and productivity.

The organizational impact of good meetings

The best manager knows that efficient meetings save money, generate positive teamwork, and most importantly help to get things done. As a result, the organization builds good meeting processes into its culture and doesn’t tolerate meetings which waste time and energy.

Learning summary and next steps

How do people run meetings where you work and what could be improved? What processes are used to organize and run meetings where you work? Are they efficient? Why? Why not? What are three steps you can take to improve the culture of making meetings work in your office?

If you believe someone would enjoy and benefit from this post, please share it. Just click on the + Share button and you will see lots of options for sharing it with friends including email, Facebook, Twitter and LinkedIn. Thanks!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

What does it mean to work virtually?

You work on your own away from others. While you might have contact with others via phone, email, and these days, Skype, you are alone in your work environment. You may or may not have a set schedule depending on whether you work for others or not. You will generally have more flexibility with your work. You will generally make all your decisions. You can do your own research and you will be responsible for your own work.

What is good about working virtually?

No more commute! You are steps from your office. You are in a surrounding which is comfortable. You can set your own hours. You can make up time you might lose during part of the day running errands, going to the doctor, etc.

You have more time available! There is a sense of getting back a part of your life and having more control over your time. You gain all this time which is always wasted at the office on small talks, meetings, and other unnecessary interruptions. I would guess most office workers waste 1-2 hours a day with hallway conversations, coffee breaks, listening to co-workers telling about their weekends and upcoming vacations. There are no more boring mandatory meetings to attend in person and no more wasted group luncheons and, of course, no more those afternoon birthday cake celebrations!

What is bad about working virtually?

You can get lost working without supervision. You can get lonely especially if you need people around you. You can gain weight if you are not on an exercise program as the urge to stop by the home kitchen many times a day is too tempting. You can get easily distracted by the things which occur at home such as people at your door, TV, random calls, and just the fact that when you work at home your family assumes that you are free! It is easy to get distracted by household chores and other things you would rather do!

Who can actually handle working virtually?

• Those self-starters who work for themselves, who know how to motivate themselves and love to manage their own calendar.
• Those who love the opportunity to work 15 hours a day whenever they feel like it!
• Those individuals who are disciplined, who are good at managing their time, planning their day and so on will do well working at home.
• Those people who are creative and love working with music and alone will especially love this arrangement.

What individuals can’t work virtually?

Those people who want to be in control of others will not like this arrangement. Those outgoing types who have a high need to be in constant contact with others in a fast paced environment will find working at home challenging. I also would not recommend working at home for people who have a high need for praise and a hello from the boss, unless the cat or dog counts.

The best roles for working virtually

Creative roles for sure: writing, editing, developing software, teaching, designing, reviewing, making calls are all good roles for working at home.

Do you qualify?

First, map out your own vision of your perfect vocational day, a day, which you could repeat as a pattern for the rest of your life. Where would you place yourself in this perfect day? Working at home or not? Working alone or with others? Or, would a combination of these arrangements work best for you?

Do you seek lots of quiet time alone or lots of collaboration and interruptions? Your life will start to turn out JUST the way you want once you start to plan for it and move in the direction which works best for you. Figuring out if working at home is right for you is a good place to start!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

Why hire in the first place?

Any employer hires for the same reason, they have a problem which needs to be fixed. When hiring, the best manager looks at three following factors: if the person has the ability to do the role, if the person has motivation to do the role, and if the person fits well with the existing staff. Too many times, people are hired just on the basis of their resume. Just because someone has the right skills doesn’t mean they will want to do the role which has been designed by someone else. This is why it is critical during the interviewing process to understand whether the candidate is motivated to do the work. Equally important is to understand if the candidate will fit in well with the existing staff. This includes personality, work style, and skill’s background. The best manager knows that hiring the right person is important not only for getting the new job done, but also for helping the existing team to be more productive.

Who is responsible for employee success?

This might surprise you, but it is not only the employee who is responsible for their success! Organizations are quick to take the credit when the new person does well, and they are equally quick to blame the employee when things don’t work out. The success of the hired person depends on the whole system. For example, a demanding micro-manager will get less performance out of the same person who, instead, might be doing well enough working for a smarter manger. Most people don’t wake up in the morning and decide that today would be a good day to fail at work. Most people arrive at work with hope, anticipation, and feeling that they will do their best, and that they will have a productive day. The best manager knows that the system, which a person works under, determines success.

When things go wrong, The best manager will quickly examine the system to understand what failed. For example, let’s say, a bank expects its customer service employees, who work at the desks in the main customer waiting area, to open at least 5 new accounts per day. This bank decides to punish one employee, who for a week was opening only 1 account per day. The employee is upset. The best manager examines the system to see what is wrong. Upon investigation, the manager finds out that many factors may have lead to a poor week. The bank’s credibility may have been impacted by a news article which was describing some ethical issues in the bank’s operations. Or, a new bank just opened down the block and was offering free iPods to new customers who opened an account. The best manager involves the staff to see what new ideas and plans should be put into a place. There is no blame to pass around.

How to measure new hire assimilation

Most of the time once a person is hired, there is little formal measurement on whether the person is working out other than the probationary review. Leaders know that the best way to measure is to regularly ask a new hire if s/he is happy with the work and if the job objectives are clear. They want to know what the new employee needs in order to succeed. They review the system and try to understand whether it is supporting the new employee, and if that employee has good relationships with his or her peers. Managers might also look at whether the new hire is able to operate at his or her full potential. They will actually ask the new employee if the role is meeting his or her expectations. While these measurements are subjective, the important factor is that they involve both parties in the assessment.

What to do if things don’t work out

Of course there will be times when things don’t work. In those cases, many organizations move quickly to fire the employee. This should always be the last resort. Firing a person has many negative effects on the organization. First of all, morale suffers with the remaining employees. Also, to rehire someone for the same function can cost 2-3 times their salary, which includes lost productivity to the organization. The best manager, instead, tries to understand what went wrong, and if it can be fixed. If not, then a two way conversation takes place and a plan is agreed upon. This plan might involve retraining; it might involve a job rotation; or it might involve a period of time where the employee is given time to interview and pursue other opportunities in the organization. The organization gives these people top priority. Sadly, many organizations, instead, use this redeployment pool as a quick step towards abandonment and termination.

How to let go in a humanistic way

There will be times when people do need to be let go. It is very important how this occurs. Many organizations call outplacement firms to handle this process. An employee comes to work in the morning and meets a stranger… Then, 60 minutes later, someone else is cleaning up the office and bringing the employee’s personal items to the parking lot. Many terminated employees are treated as if they are criminals. However, good managers meet personally with the person and answers all questions after discussing the reasons why the person is being dismissed. The best manager explains the next steps which includes outplacement assistance for a fairly long period of time over many months. The best manager knows this will help the credibility of the organization.

When people are terminated in inhumane ways, the existing employees hear about this. Instead of doing their work, they will worry if they are going to be next. As a result, they work in fear and in reactionary mode. When people are let go in humanistic ways, existing employees know at least if things don’t work out, they will have support in finding something else. The best manager knows that this is the right approach for a person and the right moral approach in a society.

Learning summary and next steps

The best manager knows that it’s the system that determines the behavior and performance of its members. What is the process in your organization for hiring, evaluating, and letting go? Does it make sense? What parts need change and why? Only by asking these questions, will the organization have a healthy system where people want to work.

If you believe someone would enjoy and benefit from this post, please share it. Just click on the + Share button and you will see lots of options for sharing it with friends including email, Facebook, Twitter and LinkedIn. Thanks!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

The most common financial mistakes managers make

In many organizations, managers are not taught how to manage their budgets. In some cases managers are given budget responsibility but not budget authority. In these organizations it takes 5 levels of signatures to get a few hundred dollars approved. Worst, managers are given both responsibility and accountability but little financial training. As a result, budget forecasts are a guess; managers tend to spend whatever they have, because they are afraid if they don’t, their next quarter budgets will be reduced.

Revenue goals or plain budget goals are not based on data from customers or trends; they are simply numbers picked from the sky. If the organization grew 5 % last year then 10 % would be a better goal for this year. The problem with financial projections starts when programs and projects get either overfunded or underfunded based on the initial projections which were not made with financial integrity.

What is financial integrity?

Financial integrity is having an easy to understand system for budgeting and spending that is based on data. Projections are based on real trends, real customer orders, and consistent with past earning and spending. When managers cover up budgets to hide either overspending or spending enough to justify next quarter’s budget, integrity is compromised.

How to role model financial integrity

Best Managers plan and communicate spending in clear ways. People understand what decisions and assumptions guided financial decisions and spending. All employees have access to the financial progress in the organization so they can contribute. Employees are given the opportunity to learn about preparing a budget, forecast, and related terms. With open communication, managers can be given responsibility and authority to approve or deny spending. Financial bureaucracy is reduced when people understand how money and spending flows in the organization.

Put new financial measures in place

During a financial crisis many times managers are forced to reduce spending. They are rarely given the opportunity to spend more to increase revenue. The best manager puts key operational methods in place to ensure financial integrity. First, spending and earning trends are open and available to all employees. This helps people to feel vested and make better decisions. Second, there are regular operational reviews to discuss spending and earnings. The more managers know the more they can make better spending decisions. Group budgets are built with managers, not simply rolled downhill from the finance department, which is usually the case. Quarterly forecasts are built after reviewing customer data, trends, and current spending. Some areas may require more spending and others less.

Educating the workforce

The best managers educate the workforce on finances. I knew one organization which offered a personal finance class for all employees. This helped to educate people about their own money so they would be more sensitive to the organization’s spending.

Telling the truth about money

Sadly, many public organizations today micro-manage their finances to tell the story which analysts, investors, and others want to hear. Many times numbers are manipulated, changed, and modified to meet external projections and demands. As a result, it becomes more difficult to manage internal spending and earnings when the numbers get changed to meet the expectation of a specific audience. The best manager is open and consistent with the spending and earning. As a result, people, who work to produce the revenue, have a stronger commitment to financial integrity.

Learning summary and next steps

What processes do you have in place to forecast and manage revenue and spending? Is it based on data and actual customer orders or are these numbers simply made up as you go to meet targets and bonuses? What training can you put in place to educate all employees on the finances of the organization? How can you give them financial education to help them improve their own finances and to help them to become more sensitive to the money flow at work? What financial review processes can you put into place so that all employees can become more aware of how the organization is doing with regards to spending and revenue?

If you like this article, please share with your friends.

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

The work culture treats people as commodities

I see it everywhere - people working in jobs that carry little meaning and provide little support for personal development. Worst, the culture treats people as commodities. Performance review systems, manager-employee meetings, and even rewards are set only on recent performance. The recent performance is everything that matters. As a result people feel like they are treading water in their jobs.

Lack of support for people development at work

Part of it starts at the top of the organization. If the leader values people development, then the organization will place a high priority on education and new opportunities. But, unfortunately, people development is not an organizational priority and is left up to individuals to find their own way. The BEST manager encourages their people to take risks and provides developmental opportunities at work.

What happens when people development is ignored in the organization?

People drag themselves to work only for the money. Creativity goes down, motivation goes down, and spirit at work goes down too. Unfortunately, the bottom line is seldom measured against the amount of joy the workers have at work. However, it is a very real factor that deserve attention. When people feel joy and happiness at work, they will go the extra mile to offer suggestions for improvement. When people feel they can take risks at work without the fear of punishment, they will try new approaches, implement new ideas, and everyone will benefit from this.
The Best manager always has people development as a key priority. This impacts team assignments, new role opportunities, and educational opportunities at work.

What does people development really mean?

I would take this to the extreme. For example, years ago I had an employee whose husband had just passed away. I knew she liked to work in her garden. When she returned to work, I paid for her to attend a one day inexpensive class on gardening. This had nothing to do with her job as an IT technician. It had everything to do with her development. She came back refreshed and appreciative of the opportunity to learn something new, which she was deeply passionate about. Did this help her productivity at work? Yes, and in fact it helped to ease her transition back into work after a difficult time in her life. Of course, later, other employees wanted their own one day class which I also accommodated as one-time exception.

The BEST Manager knows that sometimes doing an extra effort towards employee development will provide great leverage for management. Too many organizations have silly rules that only allow education for job-related topics. This narrow interpretation prevents people from exploring new areas and new ways of thinking. The rules based manager will protest and suggest that the organization should not fund education (they call this training) which does not directly relate to the job. This is the usual short term thinking which contributes to why so many people separate their work from the rest of their life. Encouraging traditional and a blend of non-traditional education will encourage intellectual growth, creativity, and actual loyalty to the organization over the long term. This is something that will have a positive impact on the bottom line of any organization.

How do you implement a personal development program at work?

I can tell you the way not to do it! Give people a checklist form which has three columns. They read: Development opportunity, Class, and Date done in this order. This process will guarantee the opposite effect. People will feel pressure to sign up for a class, managers will feel pressure to assess, and the results will be poor.

A better way

People development starts with a plan from the person. The Best Manager encourages each person to make a list of their abilities (things the person is able to do if motivated) and interests (deep interests). The next step is to have the employee align the areas which match. This is where the development should focus. The development should focus around a combination of education, new work opportunities, and self-study. What if a person’s matrix suggests that their current work does not align with what they are currently doing? The Best Manager will encourage a frank discussion of how to get closer to the work the person really wants to do. In some cases this can be a creative exercise to find a better position in the organization. In other cases there might be a plan developed over time to move the person out of the company which is best for all involved.

Motivation comes from inside

Just because a person has a competitive salary, nice office, and 2 weeks’ vacation doesn’t mean at all that the person will be motivated. This is a very personal issue. To get to the root of motivation requires two-way communication between manager and employee around what is most important. Sadly, managers jump to conclusions around poor performance and as a result people start to feel like commodities as they are sorted, ranked, rated, and judged. It is very similar to the work B.F Skinner did with animals in the cage watching which one would find the lever to raise and escape from the cage. This is not different from the person who has been labeled as a poor performer at work and thus placed under a performance improvement plan. Once in the plan (or in the cage) a person will do what he can to escape and improve his condition. This is only short term and in the long run harms motivation and interest in the organization.

The BEST Manager always looks at performance from a systemic view and seeks to understand the reasons for behavior and motivation. The BEST manager helps people learn how to motivate themselves.

The economic crisis needs better managers

During difficult times people will always generate their own crisis and anxiety. The last thing people need during this time is further threats, rewards, punishments, and motivational programs to keep the spirit up. This can increase instability. The BEST Manager instead focuses on better utilization, better communication, and better planning with people. The results will be long term and better serve the people and the organization.

If you believe someone would enjoy and benefit from this post, please share it. Just click on the + Share button and you will see lots of options for sharing it with friends including email, Facebook, Twitter and LinkedIn. Thanks!

Craig Nathanson

Craig Nathanson is the founder of THE BEST MANAGER™, workshops and products aimed at bringing out the best in those who manage and lead others

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com and http://www.thevocationalcoach.com

Why big changes are important when feeling stuck

Do you feel stuck in your life now? Feeling stuck can be a result of many factors: financial problems, loss of a job, loneliness, boredom, or just a sense of angst about your life and direction. It might be that your days are busy, and you hardly have time to eat. But, just before bed, you settle down and think to yourself, "Is this all there is?" If this is you, now is the time for a big change in your life. Small change won’t do. Simply changing your feelings or activity is not going to be enough. You need big changes.

Big changes can shake-up your patterns and outlook. If done properly, big changes can create new energy, happiness, and a new outlook on your life and possibilities. There is no reason to feel stuck anymore. Life is too exciting to be missed, forgotten or passed by.

Let’s discuss all the possible elements that are ripe for big change. One or more of these might be just the right recipe for getting unstuck in your life!

How to change your work

It is easy to get stuck in your work. The most common situation is working for too long in the area which you are good at but no longer enjoy or care about. Worst, is to assume that this is who you are and that is what you do; and you don’t even consider anything else until…..the layoff or retirement.

The best way to get unstuck at work is to change your work from a job to a vocation. A job has limits. It only lasts as long as external forces allow. With a vocation, you do work which feels like play and it lasts a lifetime.

What are your natural gifts? Who can benefit from them now? Get creative. What products or services could you sell that have features and benefits for others? Whether you want to work for yourself or others, refocusing on your core interests and abilities is the best way to get unstuck at work.

How to change your relationships

Do you have someone special in your life that supports your dreams, desires and future goals? If so, this is wonderful. No need to make a change here. Do you have a spouse or significant other who is not growing at the rate that you are? Are they always critical of you? Do they always put you down and treat your dreams as foolish? Do you not feel loved and supported for what you want and who you are? It’s time for a new relationship.

First, end the relationship which is no longer replenishing your soul with joy, laughter, and companionship. Then, you can find someone, with whom you can be more compatible for the next phase of your life. With a better soul mate by your side, you will feel more like sharing, loving, and supporting. Stuck in a bad relationship? Now's the time for a big change.

How to change your financial situation

Do you feel burdened by your money? Do the bills seem endless with no hope in sight? Big changes are needed here. First, get control over where you are spending your money and how you are earning it. Understand that there is a difference between want and need.

Money will only behave exactly how you decide to treat it. Make sure you are making money doing what you love. As a result, you will be more careful with your money. When you make money doing what you don’t like, you’ll spend it more quickly on almost anything just to make up for the empty way you are feeling. Start to keep track of your money. Make new goals on where to spend and how to save your money. Best is to share your new money plans with your family members, so everyone can participate. Your financial situation can only change if you change.

How to change your health

Do you have the daily health that you seek? Do you have the energy that you had twenty years ago? You could if you made big changes here. Are you exercising on a daily basis with activities that you enjoy? Are you eating healthy foods? Are you getting enough sleep? Are you able to take short naps during the day? If you answered these questions with too many negative answers, then a big change is needed here. Set a new series of goals for yourself: running a marathon, losing weight, or just a decision to start to make a change. All of us are wired to live to 100 if we take care of our health. There is so much to explore and experience in this world, don’t shortage yourself or your life. Get healthy now!

How to change your emotions

Are you tired of always feeling down and negative? Then you need big change here as well. The way you think and the questions you feed yourself will determine your overall mood. Start a journal. Answer this question before bed, "I learned the following about myself today." Do this for 30 days and then examine what you wrote. This will help you to make a big change with your emotions. When you wake up in the morning, answer these questions, "What is possible for me?, What am I grateful for?" Only you can change your emotional state. Stop waiting for others to make you feel better. This is an area that requires big changes from you.

How about your living location

Do you feel stuck where you live? Move!!! Only big changes will solve this. Maybe you are tired of living in a big city and you yearn for a slower lifestyle. Maybe you live in the country and you would love to live in a big city. In this country and this world there are so many places to live and experience; there is no reason to settle for living in areas that don’t make you feel alive and hopeful. There are also many opportunities to change your environment which can lift your spirit and sense of adventure. Where would you really love to live? Find out more about those places. Take the steps now to move there!

How to change your habits

It is easy to settle into bad habits. It is hard to change. Do you have any addictions or just habits that seem to slow you down? The way to change unhealthy habits is to replace them with new behavior that is more useful, healthier, and that makes you feel better about yourself. Big changes in this area will give you big leverage in your life now!

How about your friends

Do you have the right friends? Are your friends supportive? Do you feel good when you are around your circle of friends? Does your current circle of friends share your interests? Do you come home after spending time with these people and feel wonderful? Or, do you come home wondering why you wasted your time. Making big changes and acquiring new friends can make all the difference for you if you are feeling stuck in this area.

Big changes are needed when you are stuck

Big changes are needed when you feel stuck and feel like your life is drifting in a direction that no longer works for you. There are many people who will advise you not to make a change,because it is too risky, not practical, and silly. But remember this is your one life to live and only YOU know how you feel and only YOU have the power to make positive changes. Are you feeling stuck in one or more areas of your life? Then, now is the time for BIG changes, nothing less. As a result, your life will be brighter, more joyful, and simply happier!

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community at http://www.thevocationalcoach.com where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.

The traditional approach of career development can be costly and ineffective. Sometimes, there are simple solutions that can show workers an organization cares while offering opportunities for job fulfillment and greater productivity.

Typical organizational approach to career development

Many organizations have established job ladders and training programs for career progression. The focus is growth within the company and usually within the specific job group. People who can move up the career ladder are usually limited by compensation schedules, performance reviews, and lack of opportunities. People with poor performance reviews are even more restricted.

When career development programs remain limited to a select group of people, most will feel left out or maxed out when pondering career choices within the organization. Additionally, most career development programs are only focused on growth within the job group; and it can be difficult to move outside of one’s core job.

It is more difficult to get educational opportunities in new interest areas that don’t relate to one’s job or area in the organization. For example, many people burnt out in their current role might benefit from a job rotation to another area of the organization. A new learning process might improve the person’s attitude towards the organization and the organization might benefit from a new perspective as well.

What happens during a poor economy?

The worst is how organizations deal with career development in a poor economy. Educational opportunities or training programs are cancelled, and development talks between employees and management are put on hold. The environment takes on a crisis mode, and things like career development are better left for another time or at least that’s the way it seems.

The best manager knows that during challenging times even MORE emphasis should be focused on people development to keep morale high and more importantly show that the organization will invest in their people on an on-going basis despite the economy. These methods don’t always cost money. For example, implementing coaching programs within the organization to focus on development, implementing new job rotation opportunities, enabling people to offer education to peers on their areas of expertise are all ways to show people during difficult times that the emphasis is still on the people.

The developmental life cycle and work

One might assume that people will always make good career development decisions; however, this does not take into account the dynamic aspects of the career making process. For example, as people age, they get some experience, new self-appraisal, and, at times, new clarity about their work and life. Some may find that it is the time to reevaluate their life and career status. Some wonder how they would actually spend their day if they had unlimited flexibility and opportunity.

As people age, they might be more receptive to change in their work. Just being presented with data may not be enough to offer guidance at this stage of life. This time, it can be critical for individuals to be aware of their needs and work towards satisfying them while at the same time accepting and reconciling past events, both successful and not. Again, this can require both self-reflection and opportunities for discussing work-related options and possibilities. This inner reflection is important as it can lead to inner readiness for change and growth. This internal assessment can help highlight the gap between where a person is expected to be and where they are now. This tension is inherent in the human condition and therefore critical for mental well-being.

New approaches are needed

Early in our careers, we work with little thought to what kind of work we'd rather do. Over time, especially as we age, we discover that what we most want is a sense of fulfillment and coherence about our work. This insight is usually not thought through very deeply. It starts as a feeling that one’s work is no longer fulfilling or satisfying.

The career development process, which is only linked to existing job ladders and organizational opportunities, limits growth. New approaches are needed to encourage people to grow and develop in areas which can benefit individual workers and the organization. These approaches range from enabling people to try out new roles, get education in new areas, and have formal processes in the organization for self discovery and greater self-awareness.

The enlightened organization

The enlightened organization focuses on career development during good times and bad times. During bad times, they invest in people even more. The best manager knows that when people have opportunities to learn new things, which interests them and they can apply at work, joy and productivity both improve. The best manager understands the link between worker happiness and work output. The best manager knows the difference between just having job ladders vs. an on-going process for education and opportunities for current roles as well as opportunities to re-invent or expand into new roles for people.

Learning summary and next steps

People thrive when they have opportunities to learn and develop areas which deeply interest them. When people feel like the organization cares and supports career development during good and bad times, they respond with more energy, loyalty, and focus. Re-evaluate your career development activities in your organization. Whether it is a one-time program or an on-going process, it should be both unique to the individual and yet linked to the business objectives of the organization.

What new activities should be added and which ones should be dropped. What are the emerging and declining skills in the organization over the next 12-24 months? What process can be put into place to match both organizational needs and people needs with the goal to move towards greater joy and fulfillment at work? Just discussing this new approach will do wonders for morale.

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

While the traditional definitions and measurements of quality are worth aspiring to, I would like to offer an additional level of thinking. Webster’s defines "quality" as a general term applicable to any trait or characteristic whether individual or generic. In management, quality depends on many factors. For example, being open and honest at work, seeking positive change, being proactive, and looking for new creative solutions can all be ways of seeking quality. I would even suggest that taking risks and making mistakes can fall under the pursuit of quality. 

Examples of Bad Quality Management

I have seen many examples of bad quality management: picking a quota for how many good performers there should be vs. poor performers; deciding that the goal for revenue growth this year should be 8 %, based on no data; deciding that only certain people are eligible for a job transfer based on their past job performance;continuing routine processes which add no value and which people dislike such as the annual performance review, the employee of the month award, and the performance ranking and rating system. The best manager is on the lookout to get rid of processes that no longer make sense and make change when needed.

Examples of Good Quality Management

Good leaders hold creative brainstorming meetings seeking new ideas; customers and employees are invited. Collaborative processes which enable people to work together and not compete with each other are the norm. Other examples of management quality would be giving people a voice at work. This includes giving people a choice as to how they work and when they work. Having processes which encourage creativity, risk taking, and new approaches are all examples of management quality. When in doubt, The best manager works on common solutions, listens well, and communicates plans and activity through multiple methods.

How to encourage and role-model quality at work

Great managers don't settle for the status quo. They are always seeking better ways to get results and new approaches to old problems which have not been tried before. They aren’t afraid to ask questions, challenge the status quo, and be creative in getting results from people. They involve customers when seeking new approaches and when resolving difficult problems. All of this provides an open door for workers to practice new ways to achieve quality as well.

When quality is poor

When quality is poor, products and services suffer, morale is low, and customers lose confidence in the brand. It becomes harder to attract both new customers and new employees. It becomes harder to retain employees. As a result, people drag their bodies to work and leave their hearts and minds at home. No one cares any longer and everyone seems to go through the motions at work. Office gossip takes over and productivity plummets.

When quality works!

When there is quality at work, people have more energy. As a result, new ideas seem to flow throughout the organization. People tend to be happier at work and enjoy the culture. The organization has a better reputation with its customers. Quality breeds quality. People start to look out for one another more; helping, teaching, seeking to improve. More people want to join the organization when quality is up and less people want to leave.

The ways to measure quality

Make measurement objective. Ask how, why, when, and  how much when role modeling quality. Work with your team to measure the drivers of quality. Each person can see how his or her work fits into the bigger picture. There are opportunities to communicate and see how other projects and efforts throughout the organization are inter-relating and progressing. Decisions are made based on first understanding trends using data and input. The best manager knows that people respond better when they understand how they are being measured and for what.

No more contests

The best manager does not reward quality with silly games such as Friday dress down days, movie tickets, and free lunches. S/he knows providing external rewards only reinforces the need for bigger and better rewards next time. The best manager makes quality part of the culture and behavior. As a result, there is no need to reward the pursuit of quality any more than a manager would reward good listening skills.

Learning summary and next steps!

Make a list of ten processes in your organization which are not adding value. Make a second list of how you might replace or delete these non-valued activities and show what the impact might be on the workers and the organization. Involving the whole team would be a good way to role model positive management and everyday quality at work!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

There is always much that is going on at work that is never explained or communicated. The Best Manager is open, honest, and seeking positive change. The best manager is communicating both the why and the how to change. This is quality and we need more of this from managers.

Why many teams don’t work well together

Have you ever wondered why the team that you were on didn’t work very well together?

Many teams are set up to fail. In sports, you build teams from individuals with best achievements. In business, we hear many times, the sports analogy applied but in most cases it couldn’t be farther from reality. In business, teams are seldom picked and mixed together based on the best individuals and their skills. Typically, people wind up on a team based on a range of factors. They were on this team before and it was part of their job description. They were told they had to be on this team. They were added to the team as a reward or, worse, as punishment! Usually, the leaders of these teams are only symbolic. They are called team leaders in many cases. They are responsible for the team but without real authority. They also are expected to perform their other full time jobs. These types of teams fail.

Build the right team

It is important to build the right team from the start. Take an inventory of the people in your organization. Compile a database based on interviews and surveys. Ask people, which types of roles they feel challenging but also they have the skills for? Which roles best align their abilities and their interests?

Find out who wants to lead and who wants to be led?

Ask people, which roles fit the image of the work they most want to do. Part of this inventory process is to understand from each person in the organization what they want to do more of, less of, and how management can assist within the business goals of the organization. As a result of this process, you have a database which contains real input from people. Then when the time comes to put together teams, you are able to review the database and select people who best fit different roles. This is what the best manager does.

Encourage and support

Once the best manager sets up a team, people spend time helping to set a vision and clarify goals. Then, the team is free to self-manage and make progress without micro-management. Teams need support and encouragement not threats, punishment, and rewards. People just want to feel like they are making a contribution. Successful teams go on to complete many winning projects if the upfront structure and ground rules are established.

Promote collaboration, not competition

The Best Manager treats all team members the same and rewards them equally. The team knows its goals and the work itself becomes a reward. If the reward must be given it should be equal to all members as a result of the team progress towards common goals. Making individuals on a team compete with one another increases conflict. Instead, when they feel everyone has the same goals and incentives, collaboration is more effective, productivity is higher, and accomplished results are much better.

Set a clear desired state

This is the most important first step for a team. The best manager spends several hours with the entire team communicating the desired state and taking time to ensure all members clearly understand the vision and the path. Without a clear vision, team members will start distracting each another decreasing productivity, and the desired result will not be achieved.

Have better team meetings

Team meetings should be held in two different formats. There should be a regular operational meeting (process meeting) where people give updates and the leader also communicates status and next steps. This type of meeting should be rigorous and structured. Teams also need a second type of meeting. These are mission meetings where the group is either to solve a problem or to create a solution. These meetings should be of a brainstorming type and run in a creative, collaborative way. Teams can break down when there is confusion about expected outcomes.

Rotate leadership

Rotating team leaders on a regular basis is healthy for the team. It also helps everyone to feel vested in the outcome. Plus, when you lead one day and follow another day, you gain new experience and new perspectives. Letting people take on leadership roles for the first time will help to build confidence and also be a valuable development activity at the same time. A well structured team will not let new leaders fail because team members know one day they will be asked to lead.

Learning summary and next steps

The best manager designs teams around people. It is an art of combining of what team members want to do and where their abilities and interests fit best. Get it right and teams will be more successful and reach their desired states more quickly. As a first step, take an inventory of your team. Then, put together your next team based on that inventory and feedback and not on what you have always done before. You will see new results!

Craig Nathanson

Craig Nathanson is the founder of The Best Manager™, workshops and products aimed at bringing out the best in those who manage and lead others.

Craig is a 25 year management veteran, Executive coach, college professor, author and workshop leader. Craig Nathanson is also The Vocational Coach helping people and organizations thrive in their work and life.

Craig’s on line communities can be found at http://www.thebestmanager.com/blog and http://www.thevocationalcoach.com/blog

Struggling with life transition?

This happens to many of us. This can be a result of many factors such as a job loss, a death in the family, a divorce, a financial crisis, or just a sense of feeling empty and unsure of what to do next.  During this time, it is important to get clear on our priorities and what new goals to pursue immediately. Life transition brings you to a new perspective, a new way of living in the world, and an overall sense of a new beginning. Believe in yourself, take small steps forward, and know that growth can occur during these challenging times.

Feeling stuck, stressed, confused?

First, it is important to isolate and understand exactly what is bothering you. Are you stuck because you are unsure about what action to take or decision to make over one element of your life? Are you stressed because a situation keeps reoccurring over and over? Are you confused over specific feelings which come up and you don’t know what to do about them? All of these are normal human emotions. What is most important during this time is to become more self-aware and to identify the source of your emotions and what triggered them. With a good plan you can move forward with confidence that you will defeat what is bothering you most.

Seeking true happiness and well-being?

Being happy is subjective. Feeling good about yourself and your life is also subjective. This, however, is what is most important to us. The challenge is how to identify what exactly makes you happy and, if good for your well-being, how to sustain this over time. It is important when searching for happiness to be clear that your criteria is coming from you and not from others. Only then will you gain a sense of control over your life. This is intrinsic motivation and it can last a lifetime.

Longing for a sense of fulfillment?

It is important that you identify what types of activities and experiences give you a sense of energy, happiness, and fulfillment. Which activities can you define move you towards a sense of fulfillment each and every day? It is never too early or too late to start.

Wishing to utilize your full potential?

How do you define reaching your potential? Could it be using your gifts and skills in which you succeed that gives you the most joy? For many people, this topic can seem overwhelming and, as a result, most stray away from thinking about it. It can be helpful to just think about which gifts you have that come naturally to you and which you enjoy. Think through how you can utilize these gifts more in your life. Identify others who would benefit from these gifts. Through this process you can reach your full potential.

Striving for greater success and satisfaction?

Many people are influenced by societal pressures. They pursue external sources of success and discover they are not truly satisfied with their lives. Define your own measures of success. Make sure they come from you. Only then will you be able to measure and celebrate when you reach them.

Searching for a purposeful way of being?

Who are you? How would you describe yourself to someone else if you had to describe yourself around who you are vs. what you do? What is your life about, and where do you want to make a difference? If you had to answer the question, "the purpose of my life is", what you would say and why? What bothers you most about the world? Where do you most want to make a contribution now? With these questions answered, you will be ready and internally motivated to live a purposeful life.

I'll be cheering you on as you go!

Craig Nathanson

Craig Nathanson is the author of "How to find the RIGHT work during challenging times: A new approach to your life and work after 40" and is a coaching expert who works with people over forty.

Visit Craig's online community at http://www.thevocationalcoach.com where you can take a class, get more ideas through Craig Nathanson’s books and CD’s, get some private coaching overthe phone or skype using webcam or in Craig’s office, or read other stories of mid-life change and renewal.

Craig lives and works in Petaluma, California. His office is located at P.O Box 2823, Petaluma Ca, 94953. You can reach him at 707-775-4020 or at craig@thevocationalcoach.com.