I like this story. Why fool yourself. We may not like what we hear, but it is important to know how we are perceived so the corrections can be made, if we choose to make them.

Read Your Press With A Critical Eye

Politicians, senior executives and heads of other organizations need to keep in mind that they have been the recipient of public relations support, some much more than

others. They have had the benefit of support from volunteers, loyal staff members and loyal memberships. Don't believe that you did it all alone and start believing you are so important that you can ignore the people that helped you get where you are. While the preponderance of powerful people control their power, it is clear there are many who abuse it.

Every so often we need to read the fable "The Emperor's New Clothes,"

Bartering

Bartering and/or saying Thank You IS a very valuable asset.

Two true personal stories:

Little Things Mean A Lot

I found it amusing to see my new boss, an executive vice president, call the data processing department to request a report he needed for his boss in about a week. The response from the data processing department was "no problem, we got you in the queue and you should have it in two weeks." All the arguments and threats did not budge the data processing department and he was embarrassed to call his fellow executive vice president who supervised the data processing department. It was sad that this executive vice president, who obviously was never in a position in his career that he had to deal with multiple units in our very large organization. I asked him what data he was seeking and his response was, “how can you get it, if I can’t?” I said, “ let me try.” I called the data processing department, requested the report, the response was, “isn’t that the report Mr. X wants?” “Yes, but I am asking!” “Okay Don, no problem, a messenger will deliver it by 10:00 in the morning.”

Why the difference? When I worked in the installment loan area, we had many forms of advertising specialties I would always keep a supply with me and I made it a practice to stop by various departments, hand out these items - and thank people for their past help. It was good for me personally, money well spent for the organization as it was building successful relations and a team, and the company won in the end.

I Can't Believe We Lost Those Papers Again

I remember when I was in the Army we had several cooks who exercised their power through the preparation and quantity of food they dispensed. When you asked for 3 eggs over easy, you may have received 2 scrambled eggs.

I fondly remember one of the cooks coming up to headquarters (our turf) to request rush travel papers so he could travel to another base to update his "jump" status and retain his additional Airborne pay. It was simply amazing how many “glitches” occurred and how embarrassed we were what was happening to the request and the poor guy never made his flight and obviously could not qualify. Since he lost 3 months pay until his next opportunity to jump, he now understood very well how one hand washed the other.

From then on 3 over easy meant 3 over easy.

Take care of team players who can and do help you. Find something to barter (even if it is good service) or be sure to say Thank You, and both never hurt..

Be Fair To Yourself

Loyalty is important. A trait that is foremost in your relations with others and your organization.. But - “things” do happen. Organizations fail, are merged, bought (sometimes on a hostile basis), dismantled, downsized or change management.

One should keep these potentials in mind and spend some portion of one's time keeping in touch with other similar organizations, customers, community organizations and continue to build networks.

If you keep your nose to the grind stone 100% of time and one of those “things” happens to your organization, you may well find yourself out on the street. You will be sorry that you spent all your time working your organization and so little time being fair to yourself.

There is nothing wrong with allocating a little time being loyal to yourself.

Build and maintain your networks.

Being Organized

Being organized is a great virtue It normally gives one an advantage to quickly retrieve information, memos and files. It normally gives one an advantage of completing assignments and projects smoothly, on time and within budget. I hedge here saying normally only because there have been rare instances where I have observed what appears to be disorganized people, with messy desks who seem to know where everything is and have photographic memories. They are rare.

Well structured presentations and written proposals that flow shows you are organized.

Image is important. Execution is important. Being organized helps both of these.

Details, Details, Details

I was very impressed the first time I ever visited the office of a television producer who was currently working on a major LIVE special. One whole wall (a big wall) was utilized as a scheduling board, where each segment of the schedule was in ten second increments. They knew exactly when every aspect of the show was to start and how long it was to take. They timed each segment over and over. The end result was a well orchestrated show.

Jack Be Nimble Jack Be Quick

I knew a manager (before lap top computers) who kept almost all of his groups and corporations statistics in a highly organized three ring briefcase. This executive carried the briefcase with him to executive committee meetings, board meetings, due diligence meetings with investment bankers, managers meetings and so on.

The group that this executive managed was complex, with many, many functions within it. It was impossible to keep all the details in his head. But he had a very strong knowledge base and knew exactly where he could get the specific data, immediately, in his data briefcase.

Don't ignore details because it always shows. Organized, successful people get more resources and more opportunities.

Blind Trust

I believe in PEOPLE, and all the attributes that are associated with them - loyalty, honesty, support, friendship, delegating, creativity and ....

However, there is no such thing as blind trust.

Stuff happens.... pressures, sickness, drugs, family problems, and a host of other possibilities that effect people. People are only human and temptations can lead to embezzlement, stealing and other acts, which brings dishonor on not only themselves but on you and the organization.

I personally know of too many occurrences during my banking career where a 5, 10, 15, 20 year employee or partner embezzled or stole from their organization. The employees can be friends and relatives of the management.

While the number of occurrences are very small, the embarrassment to those involved is awesome.

Be sure you have good strong internal controls in place and use them to avoid temptations that can cause harm to the staff member, their managers and the organization. All three are important and worth saving.

Never, never practice blind trust.

Boss's Spouse

A word of advice: Do not alienate, ignore, cross or make a fool of yourself in front of the boss's spouse.

How many careers have "hit the dust" because of a spouse.

Spouses can be an awesome influence on a boss. Ask Donald Regan about his time as Chief of Staff in the White House during the Reagan administration.

Spouses by definition spend a lot of time with each other and I for one only need my name mentioned in positiive terms at the breakfast table or wherever.]

Treat spouses as an extension of the boss, because they are.

Career Paths

Large organizations may have published policies on career paths. Don't ignore them, read them and learn. Then look at the real world. Observe and seek out the real career paths in your organization.

Seven Out Of Ten, A Strong Statement

A young officer during a conversation one day asked me what I thought was the best career path to follow to reach the executive floor of the bank. I was just a little disappointed in the question, but walked the officer through the following exercise:

I asked him how many offices there were on the executive floor. His response correctly was ten. I said let's take inventory of the paths the occupants took.

Chairman of The Board - Lending
President - Lending
Administrative Officer - Lending
World Banking Group - Lending
Retail Banking Group - Lending
Chief Credit Officer - Lending
Chief Financial Officer - Accounting
General Counsel - Law
Human Resource Director - Personnel
Planning Officer - Lending

What are the real career paths of your organization or function?

Cautious - Gary Hom

One of my sponsors once told me: “Accept nothing verbally and only half of what you get in writing.” Its always been a philosophy that has worked for me.

Change - Public domain

Change is not the most endearing event in most peoples lives and clearly not welcomed by all in an organization. However, change is something that is a continuing event in all our lives like it or not. You either managed the change or fall behind.

The world is constantly changing, therefore, most goals and objectives include change.

Understanding the emotions change invokes is helpful in executing artful practices to effect change.

The following thought on change was written during the Italian Renaissance by Niccolo Maciavelli, the master of politics and author of "The Prince."

"It must be considered that there is nothing more difficult to carry out, nor doubtful of success, nor more dangerous to handle, than to initiate a new order of things. For the reformer has enemies in all those who would profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of the adversaries, who have the laws in their favor and partly from the nature of mankind, who do not truly believe in anything new until they have had actual experience of it. Thus it arises that on every opportunity for attacking the reformer, his opponents do so with the zeal of partisans, the others only defend his halfheartedly, so that between them, he runs great danger."

A more humorous view of change, watch out for the Tate family:

You may of heard of the Tates. They are in every organization. There is Dic Tate, who wants to run everything; Ro Tate, who always tries to change things; Agi Tate, who stirs up trouble whenever possible with a helping hand from Ira Tattoo. Devious Tate loves to interrupt, and Poten Tate always wants to be the big shot. Every time new ideas are suggested Hesi Tate and Vegi Tate are there to say they cannot possibly work and Imi Tate would rather copy other organizations than try something new. Thank goodness for Facili Tate, Cogni Tate and Medi Tate. They helped everyone work together. Which Tate are you?

Reprinted from "Louisiana Ag Industries Association" newsletter.

Change II - Arlene “Bunny” Hodges

“We tend to meet any new situation by reorganizing, and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency and demoralization.” Petronium, greek philosopher (210 B.C.)

In order to implement change in organizations, we must refrain from telling people what to do.

The traditional method for implementing change has been:

1. Identify the problem
2. Bring in an expert with the latest "new" solution
3. Tell people how to do jobs differently and better
4. Spend tremendous amounts of time, energy and money trying to:

a. overcome the resistance caused by Step 3
b. and make someone else's solutions work for us.

The way to create real and lasting change in this chaotic era is to deal with the issue of attitude/mindset first, or at least concurrently with the system changes. Prepare your people first, support them. Only when a critical mass of the people take ownership and responsibility for needed changes can we stay competitive.

Chain of Command - Ron Murfin

One of the first things you learn in the military is the chain of command. In war the chain of command is critical and therefore enforced rigidly even in peacetime for obvious reasons.

In organizations, the chain of command is important and must be respected. Breaking the chain of command in organizations probably won't get you a court martial, but it may cause you some pain in a variety of ways depending on the organization and the personalities involved.

Next Time Let's Go To Bermuda

Recently there were three officers who were unhappy about their boss - his general management style and decision making process. They decided to travel to their out of district territory to complain to their boss's boss in headquarters. They are no longer employed by that company.

Who terminated their employment? The people in headquarters.

I suspect the people in headquarters followed through discreetly to learn more about that particular manager. But that will not help the three officers who were terminated.

If you and others around you are subject to a poor manager a good rule is to think out carefully how you would like to resolve the problem. Discuss this with your sponsor, peers or mentor. Don't do what the three officers above did. The end result was final.

Do not risk your career over a boss that is awful or one that you cannot work with

Some options:

You could let a sponsor indirectly and discreetly speak for you to your boss or his boss.

Call the boss's boss on the phone and seek advice on how to handle the situation, rather than just show up.

Tell your boss you want to see his boss, after you have discussed the problem with him and were unable to resolve your differences. How much worst can the situation get?

Maybe an anonymous letter, which is not my choice, but may be appropriate if the feelings about this boss are wide spread. This would be a last resort.

If all the avenues, and the above example, seem to be exhausted after consulting with your peers, mentors or sponsor, ask for a transfer if the organization is large enough. Tell your boss you want to learn another function, etc.

A final solution leave the organization.

As a manager I have allowed access to my office to staff members who called first or had an intermediary call me and the complaint was serious. For example, in one case the use of cocaine in a critical processing area and another was serious sexual harassment.

Organizations need discipline and the organization can not condone staff members access to all levels of management without some structure.

Some organizations have initiated programs that allow staff members to express opinions and concerns. They are basically ombudsman type programs and they are very effective. Take advantage of them.

End runs work in football, but they can be deadly in organizations.

Co-workers

You must remember that you need not love everyone that you work with, work for or who works for you. But you do need to work with them.

Communicating - To Whom? - Charles Rayside

As hard as we try to communicate our mission statement to the entire staff we must realize that not everyone absorbs or understands the entire message, and that there are times when other considerations and concerns of staff members override the contents of the mission statement.

Keep your words simple and on the level of the person you are talking to.

I once had a talk with a shop mechanic who left early and left a job unfinished that had been promised to a customer that day. The next day I sat down with him and discussed the problem. I explained my position and then asked him how he felt.

He moved right into how he was unhappy with his pay. I stopped him and said, “That’s not the issue here.” Boy, what a mistake that was. First, that was the issue and second he did not follow my meaning because I was talking above his level of understanding at that moment.

He left the meeting and went back to the shop and told others, “Charles said he doesn’t care about my pay.” He proceeded to quit and left.

It took some work to repair the relations with the shop staff.

Confidentiality

How many times do you think it will take your peers, superiors and subordinates to lose confidence in you if you breech confidences.

Clearly others will listen and relish hearing things they should not know. But .. it tears you down in the process and respect for you fades.

Credit To Subordinates - Gary Avery

When credit is due to an individual or group who participated and/or were the principal source of success give them the appropriate recognition.

If you don't you will find it difficult to solicit that successful support again. Plus - it is amazing how the organization knows who really did the work anyway and you wind up the real loser in the eyes of others.

CYA - Public Domain

No collection artful practices could leave this famous acronym out, an acronym for Cover Your Ass. This artful practice is required by all who compete within an organization and should not be looked on as a negative artful practice. It makes sense to protect yourself ...... fairly. Just don't use or hurt others in doing so.

Data Management

Having data ... having quick access to data ... understanding and being capable of utilizing data is POWER.

Presentations to management, the board of directors, the media, security analysts, your peers, the membership, are so much easier if you know your data and are confident in presenting it.

The right data gives you the ammunition to compete effectively with others in the organization. Nothing is more embarrassing when asked questions that invoke responses like "I am not sure," "I can not remember." Confidence levels of those asking the questions fall fast.

Disagreeing With Your Boss - Common sense.

Do it in private, not in public. This only makes sense, but many subordinates have a hard time remembering this.

If you want to help your boss in a meeting you could slip the boss a note with the correct information or request a break to update your boss privately.

Unhappy bosses can make your life uncomfortable and it is hard to beat "City Hall."

Doing What Is Asked

If you are asked to do something, provide information or to have reports in by a specified time DO IT and DO IT ON TIME no matter how mundane the requests may appear to you. Someone who probably has some influence over your career believes they need it or really needs it (and you do not understand why) or was asked by someone higher in the scheme of things for it. You are going to have to do it anyway, so why not do it immediately and make points with your boss or the function within the organization that is asking for the information or report.

A good rule to live by, is to do it on a timely basis and to the best of your ability. Later you can ask in the appropriate setting why the special report was needed or regular reports are needed, under the guise that if you understood more you could do a better job. Then, after you have a dialogue going and understand more, perhaps, if appropriate, you can influence preparation of “that report” that is due monthly revised to quarterly.

Doing What is Promised - Common sense.

When you make a commitment or promise to do something... do it.

Do it as promised.

Do it when promised.

Dress For The Job You Want - Greg White

Upon graduating from Georgia Tech in 1993 with a degree and a job, I was one of the few in my class to have both. My younger brother who was working full-time and going to school made an important statement to me the morning of my first day on the job.

He said, "Dress for the job you want, not the job you have."

I immediately changed clothes from my sport coat and matching pants to my best suit and new tie. My brother then said, "Now you are ready to begin working for the job you eventually want to have."

I always dreamed of being the CEO of my own company. I recall my brother’s advice every morning as I get dressed, no matter where I am going that day. You can never make a second "first impression."

My brother’s advice will help me achieve my goal.

Emotions

Always keep your emotions under control when interfacing with others in your organization. Losing control of your emotions leads to raising your voice, putting others down and losing the respect of others, jsut to mention a few.

Most important, if you are in a meeting making a planned presentation you will no doubt lose control of your thoughts and facts, providing you an excellent opportunity of NOT accomplishing whatever you were trying to accomplish.

Ethics

Obviously one must adhere to the ethics code of an organization. Sprinkled liberally through out this book are examples of basic ethics - sincerity, honesty, truth, etc.

The written ethics code may differ from actual practice. Follow the safest policy. If the ethics code says you may accept gifts of $25.00 and under, but the practice seems to be $100.00 and under, I would accept gifts of $25.00 and under.

Ethics are highly important in most organizations, failure to follow them will result in some degree of punishment - and a "negative" on your career record.

Understand the ethics code of your organization. You do not want to plead ignorance.

Examples - Anonymous

Examples are strong messages to the organizational structure. If you practice what you preach, people within the organization will support you. However there are those who say one thing and then do another.

Do As I Say, Not As I Do

The president of our company decided that "we" needed to cut expenses. He further decided that we would meet with all branch managers and key officers in various departments to explain the need, etc. A good thought. However at the first meeting early one evening with a group of branch managers he rode up in a brand new limousine with a driver. By the next morning the entire company understood the message clear. It was "you" need to cut expenses, not "me". This and other poor artful practices brought this president down.

Everybody has a boss. Presidents have directors and shareholders. It is amazing how unhappy subordinates can spread messages to, yes even a president's boss.

Practice what you preach.

Excuses - Barbara Gregson

While dining at an upscale restaurant with another couple we were unfortunate to have a terrible waiter. He just couldn't get it together at all. After the waiter gave the umpteenth excuse for something else being messed up, our friend said to the waiter (in all seriousness):

"A good excuse is not the same thing as a good job."

I think this is something we should all heed. Far too often it's easier to have an excuse for something not being done correctly instead of doing the job right the first time.

Goals

Not all organization's require goal setting by its employees or members. Yet we know that goals are necessary to achieve results. Good goals need to meet very important criteria, they need to be:

S - pecific
M - easurable
A - ctionable
R - ealistic
T - imely

Some organizations set goals but fail to follow through and review the accomplishments and attainment of goals. If either of these are true, then.....

Through your own initiative prepared goals, setting out what you wanted to accomplish and some of the resources that you need to do to accomplish them. Sign and date them, send them to your supervisor. Be determined to accomplish your goals and determined that your supervisor will be informed.

Follow every two months with a progress report. If your organization does have a formal goal setting program, be sure that YOU take the initiative to inform your supervisor in the event the planning process breaks down.

Initiating my own formal goal program worked. It did not offend my supervisor, it helped my supervisor’s performance, I was promoted.

Good People

If you want to compete, build good relations and accomplish your goals, apply these simple rules that work every time:

Pick the very, very best people to work for you.

Lead them to the best of your ability using all the skills you can muster.

Be sure to give your staff all the credit they deserve.

Help your staff as much as they help you.

YOU .... will enhance your image by the staff you surround yourself with.

YOU AND YOUR STAFF.... will be big winners

Grand Exit

If you want people to remember you disagreed or did not want to participate in a discussion that is improper, make a grand exit.. something that will stick in the minds of others attending or participating. You may want a person recording minutes to record your exit, you can write a memo for your file (and your superiorsfile), you can tell a sponsor or mentor about it. Cover yourself. a strong point.

Worth Repeating, The Grand Exit

I am not sure the following story is total true, but it makes a good story. During my banking career at Bank of America we use to meet occasionally with our competitors to discuss industry problems and events. One thing you NEVER did was discuss pricing.. illegal under anti-trust laws. An officer from Wells Fargo Bank told me once that his management admonished him that if you were in a meeting and someone started to discuss pricing... stand up, turn the water pitcher on the table over, the leave the room.

Growth

Growth in sales, loans, locations, services, clients and membership can have a favorable impact on your organization IF managed properly.

Accelerated growth on the other hand can be dangerous and sometimes fatal to the organization.

Loan portfolios are a good example. Almost without fail, lending institutions that have set abnormal goals of growth for their loan portfolios and unfortunately accomplish these goals, not thinking and lending with their minds, but with emotions. Almost without fail problems are created, delinquencies go up, losses are high and the organization or unit loses money.

Retail businesses are another good example. Success with one, two or a dozen locations builds the desire to have hundreds. Inventory costs are high, accounts receivable grow and additional financing or capital is required above cash flows, operational costs rise despite so called economies of scale, communications become harder, new management skills are required. The growth results in disaster.

If, in the process of accelerated growth, you lose control of your business, failure will come. Their are thousands of examples over the past few years where executives have mismanaged growth and have brought down their organizations in the process.

When failures come, scapegoats are found and executions occur. Avoid being the scapegoat. Think out your participation in growth carefully. If possible try to change the goal, slow it up. If still concerned put your objections in writing, diplomatically.

Again if not managed, accelerated growth can be very fatal.

Grow with your mind and not your heart.

Fair Weather Supporters - Gary Avery

There are numerous people who support a project or decision in committees or in other meetings, then suddenly forget that they were supportive or even forget they were in meetings discussing a specific decision or project, when the decision or project fails or becomes troubled..

To avoid misunderstandings - insist that minutes or note are taken in all meetings where decisions are made (even if you are the one that takes the minutes). The minutes should be dated, recap the meeting, who was in attendance and the vote of each person, and a copy of the minutes sent to all participants.

Observe what attorneys do when they attend meetings, they always have their yellow pads out and take notes. They understand evidence.

You may be responsible for the principal actions you take, but in many cases that responsibility should be shared, this CYA will keep all parties honest.

Hanging Out and Hanging Around

Hanging Out With Higher Ups
Who you associate with is very visual. In a small organization everybody must and should associate with each other.

However, in very large organizations relationships with staff members senior to yourself are difficult.... you certainly do not want to risk alienating your peer group by always trying to be seen with people senior to yourself. How you interface with different levels within the organization, particularly senior executives is a talent that must be developed individually with the personalities involved

There are limitations as to how far up and down the organization you can in reality maintain relationships. Senior executive officers of large organizations have physical limitations on their time. There are only 24 hours in each day, and relationships generally gravitate to need.

Hanging Out With Bad People
Avoid negative relationships in your organization or outside your organization as they will reflect back on you and your success. (Of course that hasn’t happen to President Clinton yet!)

Hanging Around There is a well founded theory about EBWA (exposure by walking around)(particularly influential people) - it works, never let the proven fact OOSOOM (out of site out of mind) prevail - just don’t abuse EBWA.

Human Element - Anonymous

To earn respect of peers, subordinates and others you must have a human element or the forces of an organization will work against you.

For instance, good managers do not terminate people on Fridays. Good managers do not give subordinates bad news on Fridays, to avoid having them "stew" over the weekend. Unfortunately I have observed just the opposite where bad managers love to practice what I believe to be a totally inhuman approach, who wait until a poor time, even prior to major holidays to terminate an employee.

I have a hard time understanding this. Even if they could care less about the person they are mistreating, this practice is keenly observed by everyone in an organization and certainly can not work to the benefit of the poor manager.

Thanks For The Memories

The president of our company told a 30 year veteran of the company on the Friday before he was going on a three week vacation to Hawaii with his family the news that when he returned from his vacation he was going to be retired early.

The president knew that the 30 year veteran was going on the vacation. What was so important that the president couldn't wait until the 30 year veteran returned from vacation to tell him the news?

The president was also let go eventually.

Idea Thieves

The best way to keep others from stealing your ideas or to take credit for them is to "advertise" them within the organization. Hopefully you do not work in an organization were idea thieves exist, but they do.

Inform your sponsor, mentor, alliances; create memos to the file; send the memos to your boss and legitimate functions within the organization. For instance, if the idea will require the support of the human resource department, send your “memo to file” to the human resource director with a cover letter indicating that you would like any ideas that they have and that this is a courtesy notice of something that may be approved in the near future.

Remember ALL your competitors do not play fairly. Having a shredder to use for positive purposes, that is, shredding extra documents or drafts isn't a bad idea.

Informing The Boss

Normal events: Every boss likes to be informed on the activities of your area of responsibility. A simple way of knowing that your boss has enough information on your area of responsibility is to ask. Am I giving you enough data and in a format that makes sense to you?

Surprises: I can not imagine anyone who likes unpleasant surprises. A good subordinate needs to develop an ability to tell his superiors unusual events without telling them every little thing that happens.

How do you accomplish this? There are no clear cut rules for this, a "gut feel" is important.

If a customer leaves that represents 10% of the company's business, I think that is an easy decision. Your boss certainly would not like to hear about that next week from a competitor.

If you knew the customer was unhappy, then you should have passed on the customer's feeling as soon as it was known. A good manager will not shoot the messenger, but immediately start the process on how to solve the problem. But it is difficult to solve a problem after the situation is lost.

I have a quick and easy rule. Whatever the problem .... tell me quickly and we can attempt to solve it. Tell me when it is too late to attempt a solution and I will quickly tell you the status of your situation .. poor.

No one likes surprises.

Keep Others Informed

When you belong to a group and have a position that is a focal point of data that others would like to know and have a right to know, share it. A condo or homeowners association, golf club, tennis club, church, fund raising group, business task force, etc... should informs the membership by submiting regular reports on the financial condition, progress of projects in a clear format.

I have observed a consistent resentment from groups that have a vested interest either in money or time in a group or organization and get treated like mushrooms. Kept in the dark and fed manure.

KISS

A definition Keep It Simple Stupid
A definition Keep It Simple Successful

I like the second one. The important thing to remember is keep it simple. Too many people complicate presentations, reports, projects, meetings and the list goes on.

One page memorandums almost always get read.
Two page memorandums almost always get
Three page memorandums almost
Four page memorandums

Business plans obviously can not be one pagers, but they absolutely do not need to be 53 pages single spaced either. I like 15 pages double spaced, coupled later with simple coordinated goals.

There are exceptions. I want the blue prints for the next commercial jet I fly to be detailed when the engineer submits them for approval.

When in doubt, run your presentation, project, meeting agenda, report or whatever by a sponsor, peer, ally to get honest feedback. The investment is worth a good result later.

The higher up an organization, the less time one has to devote to complicated situations. Not that you should bore those lower in an organization either.

Know Your Organization

Besides understanding the culture of your organization, get to know its history, its product lines and its financial performance. When I was a young officer at Bank of America I read the annual report and the 10-K from cover to cover, including the footnotes in the fincancial statements. These documents contain a wealth of information. If your organization is not a publicly held one, there are alternative reports most companies must file. In fact I "spread" the financial statements pretending that I had to make a major loan to the bank. If understanding financial statements is difficult, ask someone to help you understand them.

Language - Common sense

There is a time and place for various kinds of language. I suspect that a good policy is to keep it clean and then you don't have to worry about it. There are some theories that if you normally do not use bad language, the use of it may make a strong point to those you are addressing. You decide.

Loyalty

I believe it is safe to say that organizations expect loyalty from their staffs. They expect them to know their products and services and sell them to their customers or members. In return staffs believe that organizations owe them loyalty for contributing to the organization’s success.

The Organization:

Disloyalty towards the staff is growing each and every year. Is this a good practice over the long term?

What drives this growing practice of diminishing loyalty to the staff? My guess is simply short term profits.

Productivity in an organization is driven by several factors - a key factor is the motivation of the staff. A relentless concern for short term profits that translates to disloyalty to the staff is not a motivator.

The expectations that stock analysts, the media and shareholders have on publicly held companies is well known. Lenders and vendors also place various performance standards on organizations. Clearly these challenging expectations must be addressed by organizations and balanced against the people who contribute to the organization’s success. CEOs cannot do it by themselves.

The relationship between disloyalty to the staff and the success of the organization would be an interesting study.

Staff Members:

Despite this growing trend of disloyalty, I still believe that loyalty still works up the ladder and down the ladder in a great many organizations in this country.

Therefore, if you have nothing good to say about your department maybe you shouldn't be part of that department.

If you have nothing good to say about your organization maybe you shouldn't be part of that organization.

Loyalty is still a critical component when building relations within an organization.

Luck - A fact

Being lucky is nice. Being "lucky" in an organization means obtaining promotions, money, resources, recognition and all those sought after goals.

Being in the right place at the right time helps.

Having a string of successful projects helps.

Having a strong aura within the organization helps.

Having a good sponsor helps.

Creating you own luck by properly executing artful practices helps.

Managing Your Boss - Reed

I was very fortunate with some of my subordinates. They did a great job of managing me. Several subordinates upon entering my office would hand me an agenda and announce that they would like to cover the items in the time allowed, as I sometimes would get too involved in specific projects and not be fair to the subordinate who realized that time in my office was precious and wanted to accomplish as much as possible.

Another technique and probably a better approach is to keep a permanent "We need to discuss" list. This is especially important if your boss likes to be distracted or likes to avoid decision making.

Think this over carefully before activating it with your boss and be sure you do not offend the boss. You might even suggest that you need this discipline.

You may start this practice by sending your boss a list of things that are important to you that require direction, better understanding and decisions. When you meet with you boss, have two copies of the list, just in case your boss does not have it handy. Review as many items as possible. Take notes so clarification is not needed later.

Send a revised list after meeting with your boss.

Follow up with a note is a good idea if your boss gave you a suggestion (and it worked). Add a Thanks! Bosses like to be thanked too.

By the way, a boss keeping a similar list for a subordinate works just as well and is sometimes very necessary.

Managing Your Boss II

Good managers recognize that a relationship with a boss involves mutual dependence and that, if it is not managed well, they cannot be effective in their jobs.

Bosses are only human; their wisdom and maturity are not always greater than their subordinates. Effective managers see managing the relationship with the boss as part of their job. As a result, they take the time and energy to develop a relationship that is consonant with both persons' styles and assets and that meets the most critical needs of each.

Make Sure You Understand Your Boss.

The boss's goals and objectives
The pressure on your boss
The boss's strengths, weaknesses, blind spots
The boss's work style

Assess Yourself and Your Needs

Your own strengths and weaknesses
Your personal style
Your dependence on authority figures

Develop And Maintain A Relationship That:

Fits both your needs and styles
Is characterized by mutual expectations
Keeps your boss informed
Is based on dependency and honesty
Selectively uses your boss's time and resources

John J. Gabarro and John P. Kotter
Harvard Business Review

Marital Status - Anonymous

Being married can be a plus in some organizations, being divorced can be a negative, living with someone without being married can also be a negative. Living a gay lifestyle can also be a negative. While no organization will admit that any of these life styles plays a role in one’s opportunities in an organization, they do. Understand your organizations outlook when it comes to these issues. Observe, read between the lines.

Meetings - Anonymous

Meetings are excellent opportunities to extend an opinion, express an idea, participate in planning or to clarify a policy and yet few staff members untilize this opportunity. Organizers of meetings generally have a reason for holdings a meeting - to interface with the attendees and communicate two ways.

It is important that you participate (non participation may lead to non attendance). Use every opportunity to talk with senior staff members to learn more about you organization and to give constructive input.

My Favorite Fortune Cookie Wisdom

I have it on my desk encased in plastic as a constant reminder. "Better to let others perceive you as a fool than to open your mouth and remove all doubt."

A Humorus Look At Meetings

Are You Lonely?Tired of working on your own? Do you HATE making decisions?

HOLD A MEETING!!!

You Can:

• See people
• Draw organizational charts
• Feel important
• Impress you colleagues
• Eat donuts
• Schedule the next meeting

All on company time!!!

MEETINGS.. the practical alternative to work

Mentors

Mentors are excellent sources of information and dispensers of corporate culture.

If your organization has a good mentor, be thankful I was new, at a very senior level, at a rather large institution and I kept hearing about an executive vice president who was referred to as "Uncle Bob." I immediately knew the role he played with the officers. The title that was important in this case was not ‘executive vice president,’ it was "uncle."

When dealing with mentors or those who you perceive as savvy, be sure you communicate what you really want to know as they may be too savvy.

What Was The Question Again ? - Don Reed, Florida Senator

The freshman senator was brand new to the legislative process and a little overwhelmed by it all.

When the first bill came before him he took the occasion to meet with a wise old senator who had been around the block many times. He asked the wise old senator if this bill was a good bill. The wise old senator replied "Yes, it is."

When the vote was taken in the chamber, he was amazed when he saw the wise old senator vote "No."

Later he approached the wise old senator and asked, "I thought you said it was a good bill, why did you vote no?" With that the wise old senator said "It was a good bill, but you asked the wrong question."

Note Taking

When interacting with other people in meetings and one on one, it is always a good idea to take notes. We have to make the assumption that we are there for a reason and the other person has something worthwhile to say. If you have a perfect memory that records everything and you never forget, then note taking my be a waste. I have found very few people with a perfect memory. Therefore, if your memory is only excellent you will have better retention with notes and they will help you follow through, without asking again for details.

Taking notes is also a sign of respect.

Observing

There is a limit on how much one can learn about politics from books, sponsors, peers, etc. Using the skills you have learned coupled with a keen observation of what is going on around you will prepare you to win the game.

Keep your eyes wide open and listen.

Office Parties - Anonymous

Act normal at organization parties, everyone will relax and be more friendly at office parties than they normally would be on the job, but everyone will return to the job within a few days. It is difficult to erase negative images you create at office parties. A few hours of fun at a party is not worth the permanent negative impact it can create.

Alcohol in particular can change your personality, and damage your reputation in the organization, so drink in moderation.

Office Parties: a good place to get into trouble... and many have.

Perception - Anonymous

Sometimes things don't seem as they appear. It is a skill to understand the difference.

We Could Paint A Sign On It

Our company made a decision to buy a company airplane and reviewed several aircraft for initial cost, operating expenses and resale values. We zeroed in on several aircraft. One was a brand new Beechcraft King Air 200, the other was a used Grumman I. Both were very similar financially.

One executive voted to buy the Grumman I, as the interior was spacious, enough room to have a stand up washroom, a small kitchen, not to mention comfortable seating. The King Air was a wonderful airplane, compact and not nearly as spacious as the Grumman I.

One of the other executives wondered what the field managers would think when we rolled up in the Grumman I an airline type airplane. They would think we went crazy. But he stated, we could paint a sign on the side, "This Grumman I airplane cost the same as a King Air, and costs the same to operate, so don't judge management on the size of the airplane alone."

The company bought the King Air and I don't recall any serious criticism from the field staff.

Personal Files and Records

Keeping personal chronological copies of correspondence and a dairy for important events can be helpful in two ways:

1. They give you quick reference in responding to superiors, peers and subordinates.

2. They provide protection in the event someone is scrutinizing your performance internally or in the event of an external investigation, a law suit or simply a convenient lack of memory on someone’s part.

Advice Not Heard - Don Reed

As a young lawyer I learned the hard way that clients sometimes ignored my oral advice and then subsequently got into trouble. Guess who they went back to and raised “heck” with for the lack of proper advice. They seemed to have a convenient lack of memory about my advice.

Now when clients ignore my advice I write a courteous letter to them mentioning my advice and keep it in their file. I find now that memories are much clearer.

Protect yourself, it's a duty to yourself and your family and if one is aware of the events around them they certainly will understand this is not an Artful Practice to ignore.. Keep your files marked “Personal” and under your control. I can personally vouch for this system, it works.

Prejudice

Less we forget, the definition of prejudice is: an irrational attitude of hostility directed against an individual, a group, a race or their supposed characteristics.

A good way to handle these are to find an airtight box. The size depends on how many prejudices you have, and put them in the box and keep them their until you are all alone. Then you can let them out and play with them where they won't hurt anyone and your reputation within an organization will not suffer.

Cinna writes verse against me, so I’ve heard.
But-do you write, if no one reads a word?

Epicgrams of Martial
Rome, 80 AD

If no one listens, prejudices won’t be heard either.

Quit While You Are Ahead

It does not happen often, but occasionally a presenter does an outstanding job of presenting data to a committee, board of directors, or to a senior officer and obtains approval of the presentation and then continues talking only to reverse the decision. Even if the presenter does not “blow” their approval, they will irritate the group or person to whom the presentation is being made. Not a smart move to take the valuable time of the group or person. Not a smart move for your reputation.

Don’t overstay your welcome after a presentation is approved... say “Thanks” and get the hell out of there.

Rewards And Honest Ego Builders

One of the best ways to build relationships and loyalty is to reward people and to build their egos honestly.

Rewards come in many forms:

A simple "Thank You" - that is sincere - is always a welcomed reward.

A "Thank You" in the form of a desk piece or wall plaque at the conclusion of a task force will always find a spot in the recipient's office or on their desk. Tickets to the theater or sporting events (with customers of course).

Larger rewards such as attending a conference domestically or internationally. Cash bonuses for outstanding performances. How about husband and wife to a resort for the weekend, for going beyond the call of duty.

Looking people in the eye and telling them honest ego builders like the following do wonders for a person and builds loyalty.

YOU are one of the best managers I have ever worked with.

YOU are one of the best workers we have in our organization.

YOU are one of the best mechanics this company has ever had.

Mr. Jones told me that YOU did an outstanding job as a volunteer raising money for Junior Achievement.

People want to be noticed and appreciated, so do it!

When was the last time you looked someone in the eye and told them something honest and true to help build their ego?

AND..... when was the last time somebody told you something honest and true to build your ego? It felt good didn't it?

Robert Townsend

In his book Further Up the Organization two of his thoughts really struck home with me .... here is one

Don’t con anyone (Except in poker, bridge, and similar play period activities.)

Not your wife
Not your children
Not your employees
Not your customers
Not your stockholders
Not your boss
Not your associates
Not your regulatory authorities
Not even your competition
Don't con yourself either
.

Conflict Within The Organization

A sign of a healthy organization up to a point. A good manager doesn't try to eliminate conflict; he tries to keep it from wasting the energies of his people.

Conviction is a flame that must burn itself out - in trying an idea or fighting for a chance to try it. If bottled up inside, it will eat a person's heart away.

If you're the boss and your people fight you openly when they think you're wrong that's healthy. If your people fight each other openly in your presence for what they believe in that's healthy.

But keep all the conflict eyeball to eyeball.

The politically astute all recognize the boss's secretary as the keeper of the gate and the appointment book. There also is a definite correlation that the more important the boss the more these two functions become territory of the executive secretary. A good boss is also aware of this and must monitor his secretary not to allow too much power to accrue to this important part of his function.

Next Please!

Let me tell you a story on why you cultivate the boss's secretary. I am an executive in a very large organization and clearly was one of the top five executives. I still took the time to do an outstanding job of cultivating the chairman's secretary. Obviously I had access to the chairman, met with him each week in the managing committee, worked together on the executive floor, rode elevators and met in the parking garage very often.

However, there are times when you need quiet time immediately to sell a project or thought that cannot wait. At least in your own mind.

So when a critical time came I walked, did not call, over to the secretary and informed her that I needed to see the chairman today if possible. Well his time was incredibly booked for 5 days. But the secretary quietly announced that he had a 2:00 p.m. appointment with Mr. X. She told me that she was going to call Mr. X, who did not practice his politics well and cancel his appointment and reset it 6 days later. I got the 2:00 appointment.

“Oh, Mr. X?”

Another thought about secretaries. Remember they constantly see their bosses. When a secretary does not like someone they have the opportunity to comment to their boss with a negative tone "Oh Mr. X?" The boss may have heard other similar negative comments about a subordinate.

Their secretaries comments on top of the others could be the straw that breaks the camels back when it comes to the next promotion or the swing vote on a project approval.

Cultivating secretaries can be a key to your success.

Selective Neglect

I always found that no matter how hard or how many hours I worked I always had something more to do. I suspect this is true of everyone who is competing.

Therefore, it is important to have a "to do" list and to understand what items need to be selectively neglected and what items need to be completed.

Absolutely! 9 Out Of 10 times

The boss occasionally came into my office in the morning when one of his luncheon appointments had to cancel and he would ask, "Do you have time for lunch today?" My response.. "Yes, as soon as I cancel my luncheon." Neither he nor I felt bad about this as it was not often that we had an opportunity to sit down, just the two of us and talk. I know I felt it was important and prioritized it quickly in my mind.

However, there were occasions where I "passed" when I had a luncheon with a customer. We both knew where our bread was buttered.

Shooting Mice While The Elephants Are Going By

In too many instances I had to ask members of my staff, "Why are you shooting mice when the elephants are going by?" Some people have a difficult time focusing in on what is important.

Being aware of this saying and labeling your daily activities as M or E for mouse or elephant will at least get you started on what is important. If in doubt, sounding boards can help.

Over the long term, how does what you are doing NOW fit into theneeds of the organization? Is it focusing in on the missions statement, business plan or your personal goals? Will anybody really care six months from now what you are doing today? If not, maybe it is time to re prioritize your work.

There is always one good resource to help you focus on what is important.... the resource is called "boss." A meeting such as this is positive and an opportunity to update your direction and coordinate with the boss's goals.

Hold these requests with your boss to a reasonable level, you don't want your boss directing you too often. Balance is important.

Responding to others, accomplishing projects, etc. are important, therefore, be careful with selective neglect and if necessary delegate some of your duties or ask for additional resources so your assignments will be accomplished in a timely manner.

Sharing Responsibility Experiences

It is human nature to want to grow and to stretch our skills and most of us would love a shot at the boss's position.

I Can Do That .. And Did .. Welcome Back - Shy

I had a boss that gave his senior staff a chance to manage his unit when he went on vacation or a business trip of one week or more. The unit was a very diverse group in a major bank with a total staff of over 2,000.

He would write a memo to the executive committee and all members of his staff that reported directly to him that while he was absent "X" was in charge of the group with his full authority.

It gave us an experience factor that was very special, an appreciation of our boss's world and great pride in surviving until he returned.

It great team builder and you could only feel good knowing he respected your abilities.

Sharing experiences works in reverse! We believe we know exactly what our subordinates do as many of us came up through the ranks.

However, it might be refreshing to perform some of those jobs below you in the organization, particularly those that interface with customers or the membership.

Success Breeds Success

When you become involved in a project or assignment, stay focused, stay organized, work hard and strive for quality. Bring it in on time and within budget. Utilize as many of your network’s resources (intellectual as well as physical assets) as possible.

Managing a successful project that brings pride to yourself, your unit and your organization will make it eminently easier to obtain approval for your next project.

Support Your Organization

All your actions, positive and negative, reflect back to your organization, assuming those observing you know to which organization you belong.

This, like so many other artful practices seem so simple... then why do so many people “screw up?”

The staff member that mounts a highly successful food drive for the needy reported in the local newspaper, which mentions the staff member's organization, reflects positively on all parties.

If an auto assembly worker bad mouths his company, I might ask myself is this company a good employer, which may not harm the company directly. But if this same auto worker acts like a jerk I might ask, "do I want to buy a car from the company this worker help build?"

How the CEO of a corporation handles his or herself at the Chamber of Commerce meetings will certainly influence others in their dealings with this corporation.

The minister of the local church clearly is under special scrutiny in the community.

In addition to reflecting back on your organization your deeds may well be reported back to your organization. The best way to avoid negative actions being reported back to your organization is to support your organization or to act in a positive way.

You are your organization. And remember... when you reach the stage you cannot support your organization, it is time to move on.

Taking Part, the Better Alternative - Lee Richards

Here's an old trick I use when assuming responsibility of a new group (especially those that have had problems).

It started sometime ago when I was asked by a member of an group I just assumed responsibility for to tell them what I thought were the important "values" for the group. I walked up to the board and started to write the following four words on the board:

1. Pride - everyone needs to take pride in the company, the group they work in, and the work they perform. This is a key element of building excellence.

2. Attitude - It is critical to maintain a positive attitude in the work environment. A negative attitude in a group environment has a tendency to grow like a virus and infect the whole group. Likewise, a good attitude also tends to be infectious.

3. Responsibility - It is important to take responsibility for one's own actions. Passing the buck or blaming somebody else is not acceptable.

4. Teamwork - This, of course, is a must. The group must function as one, think as one, and take responsibility for each other.

Most of these are obvious “values” that we all have heard numerous times, but sometimes fail to practice..

One member of that original group looked at the first letters of the words. I had written P.A.R.T. on the board and stated "Yeah, we all need to take PART in what we are trying to accomplish". This became the "motto" for the group. It obviously worked and was understood - signs started to show up on various cubicles, presentations and most important in the actions of the group.

Some time later, when I was addressing another group with the same speech, someone pointed out that PART spelled backwards spells TRAP. The motto that group adopted was "Take PART or fall into the TRAP".

I personally used this approach for years with various groups and found it to be surprisingly VERY effective.

Tailgating

This artful practice really belongs in the Bs. This is a nice way to describe this artful practice.

There are those in organizations that tailgate their bosses very closely and if the boss were to stop too quickly there would be a people collision.

All of us like flattery and bosses are no exception. Some bosses have very large egos and devious practitioners of politics love to play on this trait. They take tailgating to the extreme.

If you deny that you tailgate, then you are not really honest with yourself. Further you are not fair to yourself.

All of us whether we admit it or not tailgate our bosses. This is how we learn, observe and yes, we all want and need to make points to some degree.

"Yes" people who always agree with their bosses will quickly alienate their peers. "No" people who always disagree with their bosses will quickly alienate their boss and to some degree their peers. You may be branded a maverick, a trouble maker who disrupts the unit or organization. Somewhere there is a happy medium, depending on the personalities involved.

The KEY to this artful practice is how "close" do you tailgate.

A Little Flattery Isn't All Bad

When I was a college student, I used to observe the delivery and phrases that the professors used in their lectures, including the methods they used to display problem solving on the blackboard.

During mid terms and finals I used many of the professors phrases and style in solving problems. I knew my material, I just added enough of the professors style to flatter the professor or his teaching assistant, who also knew the professor's style.

Thinking

Do not rush into situations without assessing the playing field and the risks.

In order to compete in sports one must train and develop strategies into game plans in order to win. If you are competing in organizations take the time to strategize and develop a plan.

Seek council of a sponsor, your network of associates both internal and external to your organization.

Decisions, Decisions, Decisions

"Would you tell me, please, which way I ought to walk from here?" asked Alice. "That depends a good deal on where you want to get to," said the Cat. "I don't much care where." said Alice. "Then it doesn't matter which way you walk," said the Cat.

Lewis Carroll, Alice in Wonderland

Not a bad artful practice.

"What a tangle web we weave when we first start to deceive."

Always keep your promises, so be careful what you promise. People remember what you say.

Upstaging Your Boss

Not a good idea. Be careful when your are in meetings, talking to customers, participating in community or industry affairs not to upstage your boss.

Utilizing Peoples Time

Do not waste your boss's time with unimportant trivia.

What A Waste

A vice president went to great lengths to get his boss to fire a meddlesome secretary in another department. His boss had to use considerable effort and influence to do it. Understandably, the head of the other department was not pleased. Later, when the vice president wanted to tackle other more important problems that required changes in the scheduling and control practices of the other department, he ran into trouble. He had used up many of his own as well as his boss's blue chips on the relatively trivial issue of getting the secretary fired, thereby making it difficult for him and his boss to meet more important goals.

Managing Your Boss
Harvard Business Review

Everyone's time is important and you should honor and respect other people's time. You may have no idea what pressures another person is under to finish a report, etc. When you do have the opportunity to spend some time particularly with the boss, manage it. Use a written agenda if necessary.

When in doubt about someone's time constraints, be courteous. Ask if they have time to chit chat or to give you more time than you were scheduled for. Do not be offended if the answer is no. And if you are the one being asked, be honest and if you don't have the time, say so.

Watch What You Say

If you are in a position of authority or perceived to have inside information, be careful what you say.

You may be joking, but others will take you seriously.

You may divulge confidential information.

You may release information prematurely.

By not watching what you say you can harm the organization or individuals.

If this happens often your reputation will be impaired and the negative feedback to your superiors will be certain

Who Are The Real Power Barons

Don't be fooled by titles and placement of boxes on the organization chart. They may not tell the real story. Influence on managers and decision makers comes from many areas. Your job is to know who are the real power barons in your organization.

Winners

Be a winner within your organization.

Be a team player.

Help make your organization a winner.

Personal Pride

I was walking down the street in Los Angeles one day soon after changing positions from Bank of America to United California Bank. I was accompanied by a associate of UCB when we met a long time friend of mine from Bank of America. Mike asked me if I was enjoying myself at UCB and my response was “I am having so much fun it seems wrong to take a paycheck.”

Mike ased my assosciate, not knowing he worked with me, “Where do you work?” My associate responded at a bank!

I was shocked at the response, and that bland response has “stuck” with me ever since. Bear in mind that my boss who brought me with him from B of A was just made President of UCB as it was the worse performing bank with assets over $5 billion in America. The bank was not a winner, nor was this employee, nor a host of others.

Two years later UCB was the most profitable bank in America with assets over $5 billion.

Ask that same employee were he worked and the answer would have been...”AT UNITED CALIFORNIA BANK AND DAMN PROUD OF IT!”

Everybody likes to work for a winner. I know I do and will do anything to contribute to being part of a winning organization.

Word to the Wise

There is an old saying: If it looks like a snake, hisses like a snake, slithers like a snake ... maybe it is a snake.

Be careful of people who are just plain bad. Do not be fooled by them. Analyze people carefully and if they are a snake, steer clear.

And remember you can't cut a fair deal with the devil, so don't try.

Work Ethic

Competing for resources, positions, recognition, programs, approvals, and sports records requires hard dedicated work.

No Deposit, No Return

John Naber who won four gold medals - plus - swimming at the 1976 Montreal Olympics is among other things a motivational speaker. He wears a lapel pin that carries a simple message: No Deposit, No Return.

7 a.m. to 7 p.m. And How Much Effort?

An associate of mine use to preach to his employees his standard for hard work: 7 to 7 and 110%.

Nothing comes easy.

Utilizing the "message" in the following quotes one can consider them as Artful Practices.

"Failing to prepare is preparing to fail." John Wooden

"Eating words has never given me indigestion." Sir Winston Churchill

"Everything comes to him who hustles while he waits." Henry Ford

"If you can't stand the heat, get out of the kitchen." Harry S. Truman

"When angry, count ten before you speak; if very angry, one hundred." Thomas Jefferson

"No man has a good enough memory to make a successful liar." Abraham Lincoln

"The buck stops here." Harry S. Truman

"Success is a journey, not a destination." ?

"Anyone who has never made a mistake has never tried anything new." Albert Einstein

"Beware of little expenses. A small leak will sink a big ship." Benjamin Franklin

"We have met the enemy and he is us." Pogo the possum (When you treat customers as the enemy)

"Farming looks migthy easy when your plow is a pencil and you're a thousand miles from the cornfield." Dwight D. Eisenhower

"You cannot shake hands with a clenched fist." Golda Meir

"Associate yourself with men of good quality if you esteem your own reputation, for 'tis better to be alone than in bad company." George Washington

"If you want to gather honey, don't kick over the beehive." Dale Carnegie

“The trouble with most of us is that we would rather be ruined by praise than saved by criticism.” Norman Vincent Peale

“Some see private enterprise as a predatory target to be shot, others as a cow to be milked, but few are those who see it as a sturdy horse pulling the wagon.” Winston Churchill

“Ability may get you to the top, but it takes character to keep you there.” John Wooden

“We struggle with the complexities and avoid the simplicities.” Norman Vicent Peale

"Genius is 99% hard work, 1% brains." Thomas Edison

"Victory has a thousand fathers, defeat is an orphan" John F. Kennedy

“Sacrifice is a wise or unselfish exchange of the alternatives. We are the real benefactors when we make a sacrifice. It’s good business.” John Naber, Olympian

“What kills a skunk is the publicity it gives itself” Abraham Lincoln

“Leadership is the art of getting someone else to do something you want done because he wants to do it.” Dwight D. Eisenhower

“Plan your work for today and every day, then work your plan.” Norman Vincent Peale

“Its what you learn after you know it all that counts.” John Wooden

"There's only one corner of the universe you can be certain of improving, and that's your own self." Aldous Huxley

“If a man does his best, what else is there?” General George S. Patton

“I find that the harder I work, the more luck I seem to have.” Thomas Jefferson

“Do, or do not. There is no try.” Yoda

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Winston Churchill

"Never mistake motion for action." Ernest Hemingway

“Learning is not compulosary... neither is survival.” W. Edward Deming (Quality Circles fame)

“Trust in Allah, but tie your camel.” Old Mulsin Proverb

”When you’re the top dog, everybody wants to put you in the pound” Charles Barkley

“A memorandum is written not to inform the reader but to protect the writer.” Dean Acheson

“Few things are harder to put up with than a good example.” Mark Twain

This has nothing to do with artful practices, but I thought it was cute and even 14 billion dollars doesn’t make you right or a total visionary all the time: “640K ought to be enough for anybody.” Bill Gates in 1981

"Unless commitment is made, there are only promises and hopes... but no plans." Peter Drucker

“A prudent question is one half of wisdom.” Francis Bacon

“First ask yourself: What is the worst that can happen? Then prepare to accept it. Then proceed to improve on the worst.” Dale Carnegie

“Define your business goals clearly so that others can see them as you do.” George Burns

"Rich people plan for at least three generations. Poor people plan for Saturday Night." Anonymous Does this remind one of how most corporations think?

“Treat Others As You Would Like To Be Treated Yourself” ??

“Being powerful is like being a lady. If you have to tell people you are, you aren’t.” Margaret Thatcher

“We aim above the mark to hit the mark.” Ralph Waldo Emerson

“You do not lead by hitting people over the head-that’s assault, not leadership.” Dwight D. Eisenhower

“As for me, all I know is that I know nothing.” Socrates

“He who refuses to embrace a unique opportunity loses the prize as surely as if he had failed.” William James

“If you get up one more time than you fall you will make it through” Chinese Proverb

"There is no difference in a short or long life for they are merely moments in time. However, it is the quality of these moments that count." Buddhist philosophy

“ Education is a progressive discovery of our own ignoracne.” Will Durant

“We are what we pretend to be, but we better be very careful what we pretend.” Kurt Vonnegut

“Mistakes are the portals of discovery” James Joyce

“I never did give anyone hell. I just told the truth and they thought it was hell.: Harry S. Truman

“Slight not what’s near through aiming at what’s far.” Euripides

“Many a man’s tongue broke his nose.” Seamus MacManus

“I never compete with my competitors bad judgment” Donald P. Crivellone

“A memorandum is written not to inform the reader but to protect the writer.” Dean Acheson

“Proactivity is the power to choose our own responses.” Robert J. Sucher

“Avoid having your ego so close to your position that when your position falls, your ego goes with it.” Colin Powell

'True power is an individual's ability to move from failure to failure with no loss of enthusiasm.' Winston Churchill:

“The actions of men are the best interpreters of their thoughts.” John Locke

“If winning isn’t everything, why do they keep score?” Vince Lombardi

“To pull together is to avoid being pulled apart.” Bob Allisat

“You can observe a lot by watching.” Yoggi Berra

“There is a tide in the affairs of men,
Which, taken at the flood, leads on to fortune;
Omitted, all the voyage of their life
Is bound in shallows and in miseries.”

William Shakespeare (Julius Caesar)

“The only place where success come before work is in the dictionary.” Vidal Sassoon

"You can get everything in life you want if you help enough other people get what they want." Zig Ziglar

“Nearly all men can stand adversity, but if you want to test a man’s character, give him power,” Abraham Lincoln

“Be sincere, be brief, be seated.” Franklin D. Roosevelt

“Judge people by what YOU personally know of them, not on rumors.” Donald P. Crivellone

“Do what’s right. Do it right. Do it right now” Barry Forbes

“It is not the horse that draws the cart, but the oats.” Russian proverb

“No pressure, no diamonds.” Mary Case

“Hell, there are no rules here--we’re trying to accomplish something.” Thomas A. Edison

“Don’t tell people how to do things. Tell them what to do and let them surprise you with their results.:” George Patton

“Honest disagreement is often a good sign of progress.:” Ghandi

Truisms I contributed by Steve Crivellone

1. Good supervision is the art of getting average people to do superior work.
2. Consider how hard it is to change yourself and you'll understand what little chance you have of trying to change others.
3. You can buy a man's time; you can buy his physical presence, but you can not buy enthusiasm, loyalty. You must earn these.
4. Team spirit is what gives so many companies an edge over their competitors.
5. Quality is never an accident; it is always the result of intelligent effort.
6. Learn from the mistakes of others - - you can never live long enough to make them all yourself.

Truisms II Dr. Jack Ruhe

Ten skills you need to get ahead on the job:

1. Building trust with your superiors.
2. Learning from experience.
3. Being self confident.
4. Writing persuasively.
5. Managing time well.
6. Understanding corporate priorities.
7. Acquiring Information.
8. Planning work.
9. Accomplishing tasks.
10. Asserting authority when needed.

Truisms III Donald P. Crivellone

To keep one’s perspective, one should read The Emperor’s New Clothes occasionally.

The Message

The Emperor's New Clothes is a classic folk tale of human folly.

The two glib and cynical tailors bamboozle the great emperor into buying a fabulously expensive suit of clothes made of nothing more than fine words and exquisite fantasies without so much as a single stitch of truth or hem of reality.

The real hero in this tale is the boy who could see and express the truth when he yelled, "the emperor is naked!" as the emperor paraded his non-exesistent royal grab through town. Everyone knew what was really going on, even the emperor; all he had to do is look down.

Needless-to-say, the emperor became a laughing stock and the butt of many jokes (no pun intended).

Naturally, the tailors got away and they continue to this day to play his tricks on those who are very full of themselves and the world is full of prospects for them to bamboozle.

It is not known if this perceptive and honest lad went onto a brilliant career as a management consultant, sensation seeking journalist for the tabloid press, we can only speculate as to his fate. Like perceptive boy of this fable, it is your choice to share your honest observations with others.

When any level of leadership of an organization, be it the CEO or a young line manager, continually chooses to ignore reality and see only what he or she wants to see, there will inevitably be problems.

Truisms IV

“U.S. business may be getting too dependent on computers. There are seriouse weaknesses in our multinational companies. College education as we know it is threatened. A big backlash is building against the rich. Retiriement at 65 is doomed.” Peter Drucker. One of my favorite business thinkers. Forges Magazine - March 1997

Truisms V

The Federal Reserve Discount Rate and Banks Crivellone

The Fed raises its discount rate (a rate charged for restricted, controlled overnight borrowings by member banks) by 1/4 of one percent and ALL banks rush to raise their their rates on every conceivable loan in their portfolio.

Show me a bank that ACTUALLY borrows overnight funds from the Fed and I’ll show you a bank whose increase in overall cost of funds is so insignificant that comparing it to a flea on a mature elephant would be a sinful exaggeration.

Truism VI

Just a thought for the living Bill Hildebrand

Don, I love the quote on your home page.... " I like the dreams of the future, better than the history of the past. " By Thomas Jefferson 1816.

If we all did a little more dreaming, and a little less complaining, we would be much happier people.

Remember the days when people passed by.
Often tipped hat, or just said hi.
Remember the days when we planned for tomorrow.
We skimped and scraped, saved pennies, didn't borrow

Think now of yourself, and what makes you happy.
The TV, the car, the cloths that make you snappy.
Or is it the feelings experienced, the dreams like sweet honey
. Is it your heart that brings you sweet joy, not the money

Of course we're all different, our makeup inside.
But life, it rolls on, we ride on a tide.
We move up and down, one day riding high
Next we're depressed, and wish we would die

Don't let yesterday, govern tomorrow.
You'll live on years and years, your job you just borrow.
Be happy my friends, and don't become your job.
Been there, done that, your life it will rob.

Keep up the good work, keep up the good fight.
Try harder tomorrow, but rest every night.

Truism VII

The Frog Contributed by Debbie Girimonti

Place a frog in a pot of water and turn up the heat degree by degree and you will probably cook the frog

However, if you throw the frog in a pot of boiling water, he just may jump out.

The moral is simple: When expenses, bad practices, policies, taxes and such grow degree by degree, it just may kill you.

Truism VIII

Curiosity Contributed by Doug Macdonnell

They say that it was "curiosity that killed the cat." Probably. But then again "it was the dead dog that did not look both ways that got run over."

My philosophy: always be curious or you’ll get run over.

Truism IX

Everyone is important Contributed by Barbara Hartman

Everyone an organization is important from the Chairman CEO to Janitor, if they contribute to the success of the organization.

Truism X

Sent to me by a weekly recipient - Bob Mattson, who found it browsing the web.

Very interesting. Does this guy/gal Graham understand Artful Practices or what?

In the piece below I count at least 20 previously published Artful Practices plus many, many Artful Practice Quotes. Unusual acumen for a 26 year old.

I'm 26, and I am the VP of Business Development for a global software company. I am the person in charge of our entire business strategy as well as the head of the entire sales department. I didn't get here based on who I knew, my education, or through back-stabbing. Here is what I look for when I promote and how I got to the top.

1. Set your goals. If you want to be VP or a Director or any type of manager-set your goals and a time frame. If you can't meet them be sure to keep your options open. Maybe you will do better in another job.

2. Make sacrifices and work hard. In most cases the people who get to the top are the first to arrive and the last to leave. If you want the top spot, you have to work your butt off. I reward hard work and encourage it.

3. Keep a daily business journal of what you do. It will help you learn from mistakes and God forbid, will protect you from people stealing your ideas and your company from screwing you. Always leave a paper trail.

4. Take initiative. I appreciate and support my associates taking risks. I reward employees for going the extra mile.

5. Speak out. Don't be a "yes" person. Voice your opinion-but be sure you think before you speak. Always listen first-then reply. If you keep to yourself you will get lost in the crowd.

6. Be sure to follow through. If you start a project finish it. Don't leave work undone.

7. Respect your associates, support them. If you earn their respect you will get their support when it comes to getting that management position. Don't give anyone a reason to say bad things about you and don't gossip. If you refrain from gossiping, those that do will look spiteful and lose face.

These are just some tips on getting ahead. You could listen to all the books about swimming with sharks-or you could work hard, learn to be a leader, and deliver results. Those things speak loudest and get the most attention.

Truism XI

A Perfect World - Not Hardly

The Boss
It would be wonderful if every boss every day

• Woke up on the right side of the bed.
  
• Executed consistent leadership skills: planning, motivating, communicating, training, supporting, rewarding, delegating with authority, democratic style and ........

The Subordinate
It would be wonderful if every subordinate every day

• Woke up on the right side of the bed.
  
• Demonstrated consistent skills: a strong work ethic, loyalty, team player, supportive, creativity, timeliness, and...
  ....

The Real World
This however, will not happen in the real world. So the answer is “cut each other some slack.” If both parties perform their responsibilities at a consistently high rate, the relationship should be sound, and the organization will be the better for it. If not, it does not take a “rocket scientist” to determine the outcome of survivorship in 99% of the cases.

Reality Check - Donald P. Crivellone

Earlier in my business career when I was frustrated or overworked I would put my feet up on my desk and smoked a premium cigar. After that interlude I would be refreshed and ready to go again. Now that I am older I employ other methods to accomplish the same brief escape from the rigors of work. I take a moment to look at my framed boy scout achievements, photos of vacations past, listen to a favorite uplifting song or read a poem that reminds me of lifes pleasures, which leads to the following poem. Written for her father an avid fisherman, with whom I have wet a line on many occasions. This is a private poem, I hope Nancy does’t mind me sharing it with you.

THE SECRET

Nancy Santori Cash ©

In the shallows of a quiet stream
Near the bottom where fishes dream,
A rippling current soothes the rocks
While up above soar feathered hawks.
On the bank a lone man stands,
A bamboo rod held in his hands,
Its sweeping line cuts the air
Then down it’s laid with perfect care.
It rests upon the waters deep
Tempting those who dare not sleep,
Its feathered fly so lightly lays
A’top the surface where it plays.
Within reflection it dances bout,
To woo and court and beckon out
Treasured fins which swim below,
Those who’s secret this man must know.
With sudden rage the war begins
Between the man and treasure fins;
The line is drawn between the two-
Each must do what they must do.
The fin, determined he won’t be caught,
Fights the man who’s line is taught.
Around they go each pulling fast-
Each determined to be the last.
They struggle on for quite a while,
The man and fish in sportsman style
. Then at last the battle’s won,
The fin has lost, his last song sung.
The fisherman holds his prize,
A rainbow fin with amber eyes.
The two of them alone at last,
It’s then the secret die is cast:
The fisherman frees the fin
Into the stream to swim again.
The secret found was only this,
Life is rich when both exist.