Kathy Griffin, a victim?  How  lawyers tried to reposition pathetic behavior for their client

The Kathy Griffin debacle is the drama of the week for Hollywood celebrities attempting to regain purchase with the American public. Posing with a decapitated head of the President with blood dripping to the floor and a smirk on her face, Ms. Griffin somehow equated this with comedy and art giving no concern to the horrors that many families who have been defiled by ISIS in the same manner nor the trauma brought upon the President’s son.

Of course, her followers and those of her ilk also believe that an upside down crucifix in a bottle of urine should always be prominently displayed to reinforce the importance of art and their First Amendment rights of freedom of expression. Before you read further, I have been and continue to be a strong supporter of our Constitution. Many good men and women have died defending this document and your and my rights to freely express our opinions.

However, interestingly, I seem to recall from my journalism law classes that “screaming fire” in a crowded theater is not covered under the First Amendment of our Constitution nor are behaviors that can be deemed “true-threats.”

Kathy Griffin

Photo source: https://twitter.com/kathygriffin

I am sure someone as revered and influential as Ms. Griffin, who has already humiliated herself by apologizing for her tasteless art would not be held legally accountable for inciting violence, or would she?

Had Ms. Griffin stopped and exited stage left after her “eye-rolling” apology, shown some genuine contriteness and even called the President to apologize personally I postulate she might have been able to continue her moderately successful career.

Instead, taking a page from Hillary Clinton, she becomes the “victim.” She engages her lawyers. They advise her to quickly “apologize” for fear of further legal ramifications. Then as fast as possible her lawyers prepare her a script including the production of “crocodile tears” and delivering with much emotion as possible line “I’m broken.”  Ensuring she looks haggard, and with no makeup, Griffin trots out, and they stand beside her for moral support and to provide direction to observe how well she throws herself upon the victim wagon.

By the way, did anyone see how her press conference touted her legal expertise companions behind her on the marquee as if they were selling fresh meat of the week?

Kathy Griffin now proclaims through her anguish, all the while reminding folks she apologized because it was the “right thing” to do that she “feels” has been “broken” through a conspiracy of the President and all his family.

No, Ms. Griffin, you are a victim of your loutish behavior and shallow thinking. You broke yourself. You simply didn’t realize how broke you would be!

You have allowed your self- importance and belief that the art of comedy has no bounds. Perhaps, next time you should take a deep breath, sit back and enjoy the Malibu ocean view before inserting your foot into your proverbial mouth. Your sophomoric and boorish behavior should cause you some fear in reflection since you may have well crossed into the “true-threat” area of free speech which does have certain prohibitions.

There are, and always will be consequences to your behavior.

Anderson Cooper dumped you like day old milk so fast he didn’t have time to say anything; CNN drops you from the New Year’s Eve celebration after a day and a half of consideration, of course,  and I suspect there will be other consequences. Did you not learn anything from Michael Richardson affair (http://www.usmagazine.com/celebrity-news/news/michael-richards-my-racist-outburst-in-2006-was-a-reality-check-20152310) .

When Richardson overstepped the “societal” bounds and used the “N-word”, he was forced to apologize on national TV and do rounds with Al Sharpton, the Godfather, and Priest who can give redemption to all offenders.

All Presidents get their share of ridicule and abuse, Ms. Griffin. They are burned or hanged in effigy by protesters all the time who for whatever reason don’t agree with their politics. Your behavior went a tad bit too far.

The clarity of “true-threat jurisprudence remains a muddled mess,” even after a decade of trying to sort it out at the Supreme Court level. However, one thing I know Ms. Griffin your “shock and awe” came back to haunt you this time.

Are you a victim like Hillary? Not even close to playing it like her, kid!

Perhaps, the two of you can have tea one evening and cry over the spilled milk, and she can help you make a list of 101 reasons the public as a whole should forgive you since it wasn’t your fault but that of the President and his family.

I recommend that you look to one of your own for your next press conference statement instead of a bunch of lawyers.

“I felt ashamed for what I had done. I don’t have any excuses. I did what I did. I take full responsibility for myself and my actions. I wouldn’t pawn this off on anybody. I’m sorry it happened. And I hurt people.” Louie Anderson

Dr. L. Darryl Armstrong is a crisis prevention and management consultant. 1.888.340.2006 www.ldarrylarmstrong.com

 

Who are these people called the Millenials?

A robot woman head with internal technology

“The best crisis to manage is the one you prevent,” Dr. L. Darryl Armstrong speaking to the National Association of Environmental Professionals

You are hiring, like it or not, many members of the Millennial generation (The M-Generation). Most likely you are either a “Baby Boomer” or a “GenXer” doing the hiring. You are thinking that these people must not have grown up in the same world that you did. You think to yourself, we may have a crisis developing, and you have no idea why. You would be right in both assumptions.

Although some of what you read here will seem negative, try to maintain an open-mind. This description of the M-Generation is intended to be helpful and will show you how research and understanding is evolving to help us all better understand this generation.

Dealing with the M-Generation will be challenging, yet successful employers recognize the importance of learning as much about this generation as possible. Like it or not, they will be reshaping our world because by 2020 they will be 60% of our work force.

The basis of this series of six articles comes from the research, including “The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010) and from the Internet site PWC’s report Millennials in the Work Place – Reshaping the World. We also have integrated the work from other consultants who specialize in the M-Generation and work with them daily.

Perhaps, just perhaps, if you get better informed about the M-Generation, you can prevent a major crisis from developing, or at the least, better understand how to deal with the crisis when it does. The idea is to understand and utilize the particular talents of the M-Generation because you will be hiring and/or working with people who have unique characteristics and challenging behaviors for years to come.

As a behavioral psychologist, I am fascinated by people’s behaviors and their responses to behaviors. The behaviors I see being exhibited by the M-Generation and the responses from the Baby Boomers and Gen X folks provide an extra dose of fascination.

Millennials are anyone of the 76 million young people who were born between 1982 and 2000. They are entering the work force at a rapid pace, and they are being hired by managers between the ages of 40 and 65 (the “Baby- Boomers” and “GenXers”). The hiring managers are somewhat bewildered by the people they are hiring, as well as learning that transitioning this generation into the work environment is rarely without issue and can be crisis inducing.

Why are there such generational differences between these three groups? Let’s look at the differences in the M-Generation’s cultural and historical memories. Just as World War II was only a textbook to those of us who grew up in the 1960s and 70s, the Vietnam War was is only a textbook memory to the M-Generation.

In our generation, we were just beginning to enjoy the benefits of such advanced technology as pocket transistor radios; the M-Generation is technologically savvy beyond any of our wildest expectations. Just stop and ask yourself, whom did you call to program your VCR just a few years ago?

I would suggest that there are three significant questions we must answer and understand to work with the M-generation:

  • How do they see their world and how do they process the information they see?
  • How do they expect and choose to operate in the world of work and why?
  • What do they expect to receive from their work and what do they perceive as rewards?

Research, surveys and analyses by many people more experienced than I am suggest that the good news is there are answers to some of these questions. The bad news is that many of our generation can’t relate to those answers and the M-Generation perspectives.

Some key findings to be sensitive to when dealing with the M-Generation:

  • They will share information of all types and of depth across many different platforms and with many different people – discretion is not part of their typical vocabulary;
  • They require – read – must have – personalized attention;
  • They must be always winning and be recognized for even coming to work on time;
  • They use a variety of social media and social networking, unlike any generation previously, and their knowledge and use of this technology can be impactful to an organization, as well as society at large;
  • They are talented in certain areas of endeavors and less so in others;
  • They are critical and don’t hesitate to voice their views and opinions.

Seniority and your feelings are irrelevant to many of the M-Generation. For example, they may understand how to use Microsoft Power Point, yet invariably would explain to you how to use Apple iPhoto to get better results on the presentation that you spent hours on developing.

They have trouble dealing with lines of authority, and command positions are simply irrelevant to many of them. In fact, they would without hesitation go straight to a CEO and argue their case against a change in the organization’s protocols without your knowledge.

And their parents, well, they also can be an issue. Fathers and mothers (think “Helicopter” parents) of the M-Generation have been known to reprimand employers at social engagements over incidents their children just mentioned in passing to them.

Now, having laid this foundation, allow me to caveat it by saying not all M-Generation people are of this ilk.  However, research and experience show these generalizations are not that far from the reality of their behaviors in the work place. So then, how do we deal with the M-Generation at work?

As Dorothy said in the Wizard of Oz, “Toto, I don’t think we are in Kansas anymore!

Next: Part 2 – How do we deal with the M-Generation in our work place?

 

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

 

PWC.Com – Millenials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

 

Part 3 – The Greatest Complaint – The Millennial Sense of Entitlement

Cheerful guy sitting in front of desktop computer

 “Yes, I am entitled to apply for a vice president’s job. I was a community organizer for two years and have been here a year already”!

What is the singular greatest complaint leveled against Millennials?

Many employers would say that this generation sees each new undertaking with a “sense of entitlement” that is entirely out of proportion to their age and experience. After all, as the M-generation sees it, shouldn’t they at least be allowed to apply for a vice presidency of the company where they have worked for one year? After all, a community organizer can become president.

They are not taking into consideration that this president had a law degree and was a law professor for 12 years before he was a three time State Senator, and a U.S. Senator for two years  before he ran for the office.

Simply, from childhood the M-Generation has developed a reputation for “being overconfident and spoiled”. They expect praise (even coming to work on time to them is an important recognition) long before they have earned it. Also, remember they probably have no understanding or appreciation for the reporting and accountability hierarchy in an organization.

As the authors of “The M-Factor” say, “This generation shows signs of being far too impressed with their own value and importance”.

Now, before you beat me with the proverbial wet noodle of indignation, I acknowledge this trait is tempered by individual personalities. While one Millennial may exude “cockiness and arrogance” that turns off even his/her peers, another one is a model of humility.

Authors do say that anecdotal evidence, along with the general trends, suggests that at some point you will shake your head in disbelief at the unreasonable expectations you have just discovered in your new employee.   Despite their intelligence and competency in many areas, the Millennial has a lot to learn.  But, in a different time in a different way, didn’t we all?

Let’s examine a few generalized expectations you may encounter so you will be prepared:

Millennials may expect to advance quickly. Once they have mastered their current responsibilities, they want to be promoted to higher positions or greater responsibility NOW.

They often have a very low tolerance for the mundane work that usually falls to the lowest rung of the workplace ladder. They don’t understand the concept of seniority, and to them that is an anathema of their value system. They value capability over experience and believe that a fresh, young perspective is always more valuable than the tried and true methods of the “old gray heads”.

The ideas of “doing your time” within a role and job and “paying your dues” just do not make sense to them and are at odds with their expectations.  The kind of work and status that M-Generation new hires are likely to encounter in any job may not be to their liking.

Many employers, when they encounter the M-Generation employee’s high expectations and impatience with their low status, are tempted to conclude that he/she is just plain “spoiled rotten”.

As a path to understanding, let’s consider how we acted out our own social norms of the 1960s and 70s and were complacent to “climb the ladder” appropriately by gaining experience and education.  The M-Generation new hire and his peers are simply acting out the social norms and experiences and examples that have thus far shaped their lives.

Many behavioral psychologist and sociologists have concluded that one prevailing norm for the Millennial has been the constant availability of choice. Simply, in all aspects of life, at home, at school, in extra-curricular activities and even the marketplace, they often could choose their experiences. Everything from what playlists they might load to their I-pod to what reading list they preferred in high school or college was a personal choice. For them, their world has been easily customizable.  It is going to be a shock to some of them to find out that life is not always that way.

In my mind, members of this generation can be overly-sensitive. This can certainly be a factor in their  employment lives. For example, there were college students who were appalled at “chalk drawings of presidential candidates” on the sidewalks. Few employers are expecting or prepared to deal with an employee reduced to crying over inanimate objects and even fewer are going to provide “safe spaces”, cookies and hot chocolate when something upsets one of their new hires.

Let’s remember that many of the parents of the M-Generation believed and practiced that praise and self-esteem were the first priorities in parenting and teaching realms. The child learns that if you play on the little league baseball team, you get a trophy for showing up. Turn in your homework, and get a gold star for turning something in with your name on it regardless of the content.

While effort is important and trying your best is important, life, and certainly the business world, does not necessarily hand out trophies for these worthy attributes.

Millennials often hear “You can accomplish whatever you want in life” hundreds of times by the times they are adults The flip side of that coin is that hard work, perseverance and some luck are usually the prerequisites.  And, even with all that in place, there is still no guarantee.  Millennials may have a hard time grasping this.

Granted it will be difficult to alter the high expectations about choice, and the need for quick and constant affirmation, of the typical Millennial.   Many employers may see it as impossible!  But fear not – there are ways to approach your new hire’s expectations that will minimize conflict and frustration while utilizing their potential.

Next: Part 4 – Minimizing conflict and crisis when dealing with a Millennial

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

PWC.Com – Millennials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

 

 

Part 2: How to deal effectively with the M-Generation

Stress - woman stressed with headache. Female stressed and worri

Part 2: How to deal effectively with the M-Generation

In Part One of this series, we gave some general behavioral insights into the M-Generation, the people born between 1982-2000, who are currently entering the work place. In this article, we will look at the common characteristics that further define this generation and how to effectively deal with them.

As Baby Boomers and GenXers, our parents invariably worked hard and often long hours to provide us a better life. Parental involvement was limited, and our parents trusted us to our teachers and coaches, pastors and Sunday school teachers.

Parents came to ballgames, plays and special events. We knew that if the principal or teacher called our folks because of our unruly behavior during or even after school, we would suffer the consequences, and, yes, there would be some parental involvement at that juncture! This parental involvement did not include blaming any one else for our misdeeds. We were expected to accept responsibility for our behavior or accept the consequence.

Enter the “Helicopter Parent”

However, in the last 30 years, we have seen a major shift in the parental role as parents have become more involved socially and educationally with their children.  As a result of this era of “parents being the child’s friend”, the parent is no longer in a role of authority in their children’s eyes.

Millenials became their parents’ “colleagues” and “associates”, and with the proliferation of the cell phone, the kids were never far from the “nest” of the parents. So, enters the “helicopter” parent, and the parents, in many cases, enjoy this relationship because psychologist say it “gives them more meaningful lives”  and therefore they don’t choose to or want to “push the child out of the nest.”

The Millennials are fine with this because they are not seeking or striving for independence in many cases. Educators and others have observed this trend for years. Yes, it is the M-Generation that chose to live in their parent’s basements as long as possible while finding themselves and their calling whereas the Baby Boomers fought for and sought early independence from their parents the Millennials prefer the security of the nest.

Teachers, and counselors in some cases, have appreciated more parental involvement, if it was not “too much”. Employers, on the other hand, frankly have little to no interest in parents “helicoptering” their Millennial employees.

“Sadly, it is increasingly common for employers to receive phone calls from a parent wanting to discuss problems or a disappointment their (adult) child has had at work says.” Lynne C. Lancaster and David Stillman, authors of The M- Factor: How the Millennial Generation is Rocking the Workplace” (Harper Collins, 2010).

Employers have even reported that Millenials have told them they have asked their “Mom or Dad as their colleague” to review their work or even do it for them. Just like they did in school and sadly, in this author’s opinion, many parents do so. These same parents maintain even more control of the M-Generation often by paying their bills, buying them cars, food or clothes and taking care of their children because after all these children are the “grandchildren” the Boomers and Gen-Xers always wanted.

Lancaster and Stillman note that one of the bigger surprises experienced in the work place is when the new hire millennial shares some feedback from a parent, who happens to be a senior vice president at a similar company. This feedback about how the parent could do things better, if they were in charge, is not solicited or appreciated by the employer.

Simply, the M-Generation view their parents as valuable resources whose counsel and input will be as vital for their work life as it was when they were students. When you hire a millennial, you will get the parents as part of the bargain, whether you like it or not.

Initially, I thought this was hyperbole or outrageous complaining until I actually observed such behavior from a member of my own extended family. Since I left home at age 17 and paid my way through college, I found this enabling behavior to be an antithesis to my idea of maturity, healthy self-reliance, and productivity.  I would dare to say that much of society feels the same way. But then, apparently there are a lot of helicopter parents who do not.

However, based on my own observations and research, I recommend that you forget about trying to change this perspective, or debate with the new hire (or their parents). Whether this perspective and behavior is appropriate, healthy, or mature is irrelevant to them. The reality is you must accept the fact that this “parental helicoptering” and the M-Generation’s social behaviors are now at least 20 years into solidification, and you are not likely to change that perspective anytime soon.

There are strategies, however, that can be deployed to deal with this M-Generation behavior. One is to articulate and clearly establish boundaries up front in the working relationship regarding your feelings about parental involvement.

For example, personnel records, including performance reviews, are generally considered organizationally confidential and are not open for discussion with anyone other than the employee and her supervisors. This is a distinct and most appropriate boundary that you should clarify to a new hire in case his parent wants to explore his child’s experience at your company.

However, some researchers say it might also help to understand the close relationship Millenials have with their parents by viewing it the same way they do – as an asset when it comes to “reflection” on work place issues.

Remember these Millennials are products of parental engagement. They have been sharing and processing their experiences with their parents from the earliest of ages.

If your new M-Generation employees seemingly have this kind of relationship with their parents, encourage them to involve their parents in reflection on their profession, roles, responsibilities and chosen vocation. Do not, however, allow them to think that you and the parents will be having this kind of relationship.

Remember that Millennials don’t readily grasp the concept of confidentiality, especially in conversation with their parents. Therefore, it is important to provide them clearly articulated and well-defined guidelines on what kind of information is inappropriate for such conversations.

Lancaster and Stillman note that a Millennial’s relationship with his parents is the template for interaction with other older adults and authority figures.

If you can objectively observe or ascertain from his comments how a Millennial interacts with his parents, you may uncover clues on how he hopes to relate to you as an older colleague.

If your new hire sees his parents as a perpetually available resource, he may expect the same from you. If he is open to their counsel and coaching, he may readily accept the same from you as his mentor.

Accept the fact that you will have to spend extra time and attention on the Millennials, which can be burdensome at times. However their enthusiasm for your input may leave you feeling more gratified than grumpy.

Next: The single greatest complaint about Milleninals from employers

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

PWC.Com – Millennials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

 

Millennial sense of entitlement, and enhancing performance in workplace

What is the single greatest complaint leveled against Millennials?

Many employers would say a “sense of entitlement” that is entirely out of proportion to this generation’s age and experience.

As the authors of “The M-Factor” say, “This generation shows signs of being far too impressed with their own value and importance.”

Competition In BusinessNow, I acknowledge this trait is tempered by individual personalities. While one Millennial may exude “cockiness and arrogance” that turns off even his/her peers, another one is a model of humility.

Despite their intelligence and competency in many areas, the Millennial has a lot to learn. But, in a different time in a different way, didn’t we all?

Millennials may expect to advance quickly. Once they have mastered their current responsibilities, they want to be promoted to higher positions or greater responsibility NOW.

They often have a very low tolerance for the mundane work that usually falls to the lowest rung of the workplace ladder. They don’t understand the concept of seniority, and to them that is an anathema of their value system. They value capability over experience and believe that a fresh, young perspective is always more valuable.

The ideas of “doing your time” within a role and job and “paying your dues” just do not make sense to them and are at odds with their expectations.

In my mind, members of this generation can be overly-sensitive. This can certainly be a factor in their employment lives.

Let’s remember that many of the parents of the M-Generation believed and practiced that praise and self-esteem were the first priorities in parenting and teaching realms. The child learns that if you play on the little league baseball team, you get a trophy for showing up. Turn in your homework, and get a gold star for turning something in with your name on it regardless of the content.

While effort is important and trying your best is important, life, and certainly the business world, does not necessarily hand out trophies for these worthy attributes.

This article looks at the key criteria necessary to minimize conflict and enhance performance in the work place when working with Millennials.

First, when recruiting and interviewing don’t promise more than you can deliver.

When hiring a member of the M-Generation, be realistic about the work that he will do.

Present a potential M-Generation employee with an exact description of the job. You want to make sure that he/she understands that the job may not include conducting the weekly briefings.

Second, take advantage of the positive view of the M-Generation’s desire to do more and to tackle larger responsibilities.

Take advantage of their eagerness and strong desire to be involved, and reward these traits whenever you can.

Always give M-Generation employees specific parameters to work within, clarify what they will be held accountable for, what the schedule and deadline is, and then let them engage.

Finally, determine what “reward” is in the M-Generation new hire’s mind.

For the Millennial, rewards don’t have to be big to be meaningful. A simple gesture will go a long way. Recently in talking with an Assistant Chief of Police, he told me his Millennials want to be called by their first names, asked about their family (yes, you will need to remember the wife’s name and the kids’ names), and they want to be praised for being to work on time.

Baby Boomers and GenXers are often confused and bewildered by the simple things that Millennials don’t know about living and working as an adult.

Research shows that the most common problems include unfamiliarity with workplace etiquette, what are appropriate communication venues, and what boundaries should exist between professional, personal and private matters.

However, our biggest concerns may be associated with the M-Generations’ use of social media. Often Millennials are not discrete about what they post on social media platforms such as Facebook, Twitter or Instagram. The photos and comments they may put online after a weekend beach trip with their college buddies may cause you some alarm.

To deal with this behavior and not exacerbate the situation or create high blood pressure for yourself, you must learn to accept that is the new “norm” while learning how to negotiate a mutually acceptable working arrangement with these employees.

Does this mean we will just have to agree with such behavior? No.

Although we believe these “kids” should know this stuff already, they don’t. The smart thing to do is to understand the Millennial sense of what is appropriate. Then take the time to communicate the guidelines and rules – written and unwritten – for professional etiquette and interaction in your organization.

The upside to all of this is that most Millennials enjoy being coached and mentored – remember they had a unique relationship with their parents and teachers in this regard. Offer them pointers and tips on workplace etiquette.

You will probably find that they are grateful for advice that will help them move up the professional ladder and achieve the greater responsibilities that they want. It can be a win-win situation.

L. Darryl Armstrong is a crisis prevention and management consultant. He is reachable at 1-888-340-2006 or drdarryl@aol.com. His website is www.ldarrylarmstrong.com. He is available on a limited basis for speaking engagements and workshops.

Sources: The M- Factor: How the Millennial Generation is Rocking the Workplace” by Lynne C. Lancaster and David Stillman (Harper Collins, 2010)

PWC.Com – Millennials in the Work Place – Reshaping the World https://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/assets/reshaping-the-workplace.pdf

Promoting a consistent message and visual identity is critical to success

branding-art

Art source: www.aboutbranding.co.za

Most companies simply will not allow haphazard uses of their logos or brands. Break those rules and you are in serious trouble.

Promoting a consistent message and visual identity is critical to “branding” and maintaining controls around variance of messages.In fact, once we have standardized our systems (think purchasing,hiring, interviewing, community outreach, media engagement, crisis and issues management, communications) we are able to be more efficient, effective and save time and money.

When variances show up on the bottom line, we can check them against our standardized processes.This is what our financial people do on a regular basis. This brings standardization to the organization.However, most companies still don’t standardize their leadership best practices.

 

They may have dozens of ways to interview and hire, solve the same problem in five different ways in various divisions, and simply spend a lot of time and energy needlessly identifying and solving the same problems repeatedly in many different ways.

Those companies who do standardize their leadership processes and training create a path forward map to help every leader in the company to be successful. In simple terms: Develop your road map and follow it, or as I tell clients who seek strategic planning assistance from me, “Write your plan based on best practices and work your plan.”

Why don’t companies do this?

Research shows that many companies don’t have a unified leadership process in place because:

  • The leaders don’t have the training they need to succeed.
  • There is no objective accountability system.
  • The “dots are not connected” for employees in respect to purpose, worthwhile work and making a difference.
  • The companies are not using a sequenced mapped approach.
  • There is no process for managing high- and middle-level managers.
  • There is no process in place to address the problems with low performers.

To determine if your company needs to standardize your leadership system, Quint Studer in his book, “Results That Last,” suggests we ask ourselves such questions as:

  • How many different ways do we have to interview a candidate?
  • How do we know that when our leaders have left a meeting we have accurately and completely conveyed the messages we want them to carry back to the employees?
  • When employees are asked tough questions, how do we know they are not giving us just the answers they think we want to hear?
  • How do we measure the performance of our employees in such a way as we can determine they are low, middle or high-level performers?
  • What process do we have in place to assess the performance of employees and their accountability against the overall organizational goals?

Six ways to improve our leadership programs

Leadership programs can be standardized and improved.

When we standardize our programs, we provide a path forward map for all our leadership, which saves time and money and makes organizations more successful.

How do we do this?

1. Use a common agenda. While Studer recommends that all agendas be organized around his “Five Pillars of Excellence,” (People, service, quality, finance and growth) even more important is that for every meeting there is a standardized agenda used by all leaders in the organization. By using such an approach, we can align all staff to our organizational goals, which then allows us to help them connect to the organization’s vision and mission. This approach also gives us the means to communicate to our team the critical success factors within the organization and in their individual work areas.

2. Align your evaluation process to Studer’s five pillars or the organization’s critical success factors. When developing goals for our organization, they must be objective, measurable, meaningful and aligned with the organization’s pillars or critical success factors. They must also be focused on results.

3. Provide consistent packets of information. When leaders leave meetings, they should have a prepared packet of information they can share with their employees so that everyone hears the same messages. Studer notes that many companies use “Flip and Tell” books to package the information.

4. Choose a single method of interviewing and hiring employees. All applicants should be asked the same three or four behavioral-based questions no matter what job they are applying for in the organization. It would be prudent to choose questions geared toward values and ownership.

5. Collect tough questions from leaders. Every leader should be asked on a regular basis to share with the team the tough questions they hear from their staff. Then work with your leaders to develop a consistent set of answers that will be used by all leaders. This develops a consistent message that can be communicated by everyone. Consistency builds confidence and provides employees evidence that the leaders have the information needed to answer their questions.

6. Make sure your leaders are trained in basic competencies to perform. Many leaders are not comfortable delivering messages without appropriate training.

Those companies who annually train their leaders in such competencies as meeting facilitation, negotiations, conflict prevent and resolution and presentations skills are more successful because they are providing the essential training all leaders need.

Research shows that repetition is essential to build integrity and credibility within an organization. Great leaders never tire of repetition. When leaders become better at using their skills, they become more efficient and effective at doing it. They will get better with practice.

Organizations that use this six step approach have longer lasting results, improved organizational efficiencies and greater innovation.Key points to remember:

  • Stop the variances. When an organization has variance in its leadership approach it produces inconsistencies within the organization making it more difficult to achieve excellence. Alignment among the managers and employees improves performance and enhances customer and employee satisfaction.
  • Standardize behavior. Leadership behavior is challenging to quantify and many organizations find it a challenge to standardize behavior. Many organizations fear that by doing so they will intrude on the leader’s autonomy and creativity. However, organizational goals come down from the top and include clear visions and missions. Any single leader’s independence is less important than the organization’s mission.
  • Eliminate barriers. Barriers that can get in the way of standardizing leadership behavior include: Lack of critical mass; lack of a balanced approach; insufficient training; no objective accountability; no path forward map which connects the dots; no process in place to manage middle and high level performers; no system to address quickly and efficiently low performers; an inability or unwillingness to standardize best practices across the organization. These barriers must be systematically eliminated.n Identify and eliminate inconsistent practices.

Carefully scrutinize all your practices in interviewing systems, messaging to employees, leader responses to crises, varying leadership performances and ineffective leadership evaluations.

Every organization should strive to create a self-sustaining culture with energy and vision to achieve excellence, Studer says. This can be accomplished by renovating your leadership evaluation system, applying key leadership behaviors, which will inspire self-motivation (the most powerful motivator of all), and developing standardized processes which will hardwire excellence into your organization.

Sources: “Results That Last” by Quint Studer

Dr. L. Darryl Armstrong, Armstrong and Associates, is a consultant and counselor. He can be reached at drdarryl@aol.com or 1-888-340-2006 or http://www.ldarrylarmstrong.com

Emerging technology: Is it a boon for businesses or another intrusion into personal privacy?

Image result for remotely controlled street lights

Businesses and communities of all sizes might benefit from emerging technology in the areas of emergency management; however, the system has as many detractors as advocates.

A recent technology being developed by Intellistreets would allow the common lamppost, found in every community, to detect rising floodwaters, display evacuation routes and help citizens safely leave areas.

The Intellistreets system consists of a wireless digital infrastructure that allows streetlights to be controlled remotely by means of a ubiquitous wi-fi link and a miniature computer housed inside each lamppost. This would allow “security, energy management, data harvesting and digital media,” according to the Illuminating Concepts website.

Wireless technology inside lampposts will provide emergency alerts, “homeland security” surveillance, and public safety functions, according to Ron Harwood at Intellistreets.

“The system was invented as a response to the chaos created at street level during 9/11,” Harwood, the president of Intellistreets, told reporter Elaine Pittman at http://www.emergencymgmt.com.

The company has the capability of retrofitting existing street lamps or installing new high-tech lamps. The technology consists of a dual radio mesh wireless system with microprocessors that allow for information and data collection such as an analysis of what a streetlight is “hearing,” “seeing” and “smelling.”

The features vary and can include:

n Emergency alerts, digital signage

n Hazardous environment alerts

n Two-way audio

n A pedestrian counter

Harwood says this is known as “edge processing.” This process provides first responders the opportunity to get real-time information provided in English or graphics that originate from the site, instead of analytics available through backdoor processors.

The information is accessed via the web. 0perators and first responders can get the alert when various environmental factors trigger the system. Once the system is triggered, action can be taken remotely.

Harwood told Pittman that by outfitting streetlight poles with water sensors in an area that has flooding or water main issues, the streetlight with the built-in intelligence would activate a warning light when water reaches a certain depth (for example, detected above the curb). Other streetlights in the area that have the technology would begin to flash and warn traffic to slow down, according to Harwood.

Intellistreets’ audio features also increase public safety in a two-way fashion, Harwood says. Emergency blue light buttons allow people to signal for help, and speakers provide a way for government officials to make announcements or issue emergency alerts.

Then digital signs can display standard information, such as civic announcements, and be updated with important information like an evacuation route, if necessary. The system features built-in signage and announcements for standard situations. This will allow a public safety representative to click a button on the Web-based system to start audio alerts or change what’s being featured on the digital signs.

Harwood says their goal is to have an iPad in each patrol vehicle so officers can easily update the messaging when needed.

Although not yet widespread, the technology is being used at Sony Pictures in Culver, Calif., where the digital signs provide departure routes during the movie lot’s weekly evacuation exercise.

Price reports that a demonstration of Intellistreets was installed in Farmington Hills, Mich., last year. Although the local government isn’t using the system’s high-tech tools, city officials think the features would be beneficial.

Farmington Hills City Manager Steve Brock told Price that he thought the potential for their use is huge and said, “We haven’t used much of the technology that I think is available with regard to messaging, signage and things like that. But when we went through the demonstration of them, when they sort of christened them if you will, I was very impressed with their capabilities and what it could mean in all sorts of environments.”

According to the company’s previous You Tube video of the concept, which has been removed after controversy about the technology arose, the primary capabilities of the devices include “energy conservation, homeland security, public safety, traffic control, advertising, video surveillance.”

In terms of Homeland Security (DHS) applications, each of the light poles contains a speaker system that can be used to broadcast emergency alerts. In addition, there is a display that transmits “security levels” (presumably a similar system to the DHS’ much maligned color-coded terror alert designation) and shows instructions by way of its LED video screen, according to reporter Paul Joseph Watson at http://www.infowars.com.

The lights also include proximity sensors that can record both pedestrian and road traffic. The video display and speaker system could also be used to transmit advertising, as well as “Amber Alerts” and other “civic announcements.”

Watson reports that street lights as surveillance tools have already been advanced by several European countries. In 2007, leaked documents out of the United Kingdom Home Office revealed that British authorities were working on proposals to fit lamp posts with CCTV cameras that would X-ray scan passers-by and “undress them” in order to “trap terror suspects.”

So-called “talking surveillance cameras” that use a speaker system similar to the Intellistreets model are already being used in UK cities like Middlesborough to give orders and reprimand people for dropping litter and other minor offenses, Watson says.

Although some communities and businesses see the value of such systems in protecting property, Watson says that the transformation of street lights into surveillance tools for Homeland Security purposes will only serve to heighten concerns that the United States is fast on the way to becoming a high-tech police state.

Transportation Security Agency (TSA) agents are being empowered to oversee such control grid, most recently with the announcement that TSA screeners would be manning highway checkpoints. This is a further indication that security measures we currently see in airports are rapidly moving onto the streets and highways in the United States, according to Watson’s article.

The ability of the government to use streetlights to transmit “emergency alerts” also dovetails with the ongoing efforts to use radio and television broadcasts for the same purpose, via the Federal Emergency Management’s Emergency Alert System.

Watson says that the federal government is keen to implement a centralized system of control over all communications, with the recent announcement that all new cell phones will be required to comply with the PLAN program (Personal Localized Alerting Network). The PLAN program will broadcast emergency alert messages directly to Americans’ cell phones using a special chip embedded in the receiver. The system will be operational by the end of the year in New York and Washington, with the rest of the country set to follow.

Some communities and businesses see such technology as advancement toward protecting their properties and citizens. Others see such a system as even more of an intrusion into personal privacy.

The U.S. Department of Homeland Security funds the Intellistreets technology, not surprisingly, through grants. Greater security for businesses and communities versus more invasion of privacy – what do you  think?

Dr. L. Darryl Armstrong, Armstrong and Associates, is a consultant and counselor. He can be reached at drdarryl@aol.com or 1-888-340-2006 or www.ldarrylarmstrong.com