Saturday, December 15, 2007

USAF saves nearly 50000 walking miles, 16000 man-hours and $8M


There's nothing like a good case study to get people's imagination going, so the following may be of interest to anyone involved in Process Improvement. Have a read. What do you make of their achievements? How do they compare with others you have been involved in? What lessons are there to be learnt?

USAFE hosts AFSO 21 Process Council

by Tech Sgt Corey Clements - US Air Forces in Europe Public Affairs

12/13/2007 - RAMSTEIN AIR BASE, Germany (AFPN) -- The Air Force Smart Operations for the 21st Century Process Council was hosted by U.S. Air Forces in Europe officials Dec. 10 and 11 at Ramstein Air Base.

Secretary of the Air Force Michael W. Wynne and Air Force Chief of Staff Gen. T. Michael Moseley kicked off the council with a round-table discussion among commanders and general officers of each major command, Air Force smart operations experts and other Air Staff officials.

The process council's goal is to integrate and guide the transformation of governing, core and enabling processes in order to improve combat capability. In addition, the council ensures the culture, organizational structures, investments, and other resources are aligned to institutionalize continuous process improvement as a way of life for all Airmen.

"Our next big move for AFSO 21 is to more quickly see and act upon improvement opportunities across the Air Force," General Moseley said. "In many cases, we don't know what we know regarding opportunities for improvement. There are hundreds of millions of dollars worth of savings we could capitalize on from ideas already identified."

This is one important reason for the quarterly performance review meetings of the Air Force Process Council.

"One of AFSO 21's great successes is the determined engagement of our most senior leaders, as exemplified in their regular discussions on progress through the process council to share results," General Moseley said.

Other discussions included the progress of Air Force senior leaders' training and infusing AFSO 21 problem-solving tools and methods into professional military education, and most importantly, integrating those successful results in like processes throughout the Air Force.

"2008 is the year of integration," said Lt. Col. Brou Gautier, the Air Force Smart Operations Integration and Communications Division chief. "Integration is concerned with piecing together all the different AFSO 21 work across the Air Force. A great integration program allows Airmen, before they start a project, to look at our database of knowledge to determine if they have to start from scratch or see if someone has been down that path before and start at a 40 percent to 60 percent or better solution."

The database can be found on the Air Force Portal AFSO 21 Community of Practice knowledge area.

Hosting the quarterly performance review at Ramstein afforded the Air Force's most senior leaders the opportunity to "go and see" the progress USAFE leaders made and the challenges they have encountered so far along their continuous process improvement journey. Several USAFE wing commanders briefed their AFSO 21 initiatives to the process council.

"The reason we came to USAFE first (to do the quarterly process council meeting outside of Washington, D.C.) is because you guys are leading the way," said Dr. Ronald C. "Ron" Ritter, the special assistant to the secretary of the Air Force for Smart Operations. "Other places in the Air Force are doing absolutely fantastic work, but this is one of the very important 'beachheads' for us. You've stepped out, paved the way, and made an example."

Secretary Wynne and the MAJCOM generals had a chance to see some of the AFSO 21 initiatives firsthand by visiting three sites in the Kaiserslautern military community.

The 435th Air Base Wing's vehicle maintenance process applied lean initiatives to their work center and vehicle repair and preventive maintenance processes. Over the last year, the team saved 49,398 walking miles between work centers, 15,900 man-hours and eliminated the need for a new vehicle maintenance facility, avoiding $8 million in construction costs.

The 596th U.S. Forces Police Squadron vehicle registration team applied transactional AFSO 21 principles to their operation and cut customer processing time from an average of 51 minutes, with many waiting several hours, down to just 18 minutes. That savings saves members of the Kaiserslautern Military Community approximately 21,600 hours of time waiting in line, a huge win.

Not to be outdone, the 86th Maintenance Group propeller repair shop reduced C-130 Hercules propeller repair time from 35 days to 5 days, eliminating $11.9 million worth of asset backlog and saved $1.3 million in shipping costs to stateside repair shops. Consequently, the shop earned the Air Force Best Practice Award at the 2006 Chief of Staff Excellence Awards. In addition, the group also created a mobile debrief truck that reduced aircrew debrief time 66 percent, from 90 minutes to 30 minutes.

Including several other AFSO 21 initiatives throughout USAFE, the command has saved more than $4 million and racked up $35 million in cost avoidance. Most importantly, the program expects similar savings each year for the next five years, USAFE officials said.

"What you brought is innovation and you've shown the process council that it can be done in a very disciplined and regular manner," Secretary Wynne said. "You've shown that the innovation of Airmen should be appreciated across our Air Force and there's no better way than to go and see what has been happening both here at Ramstein and throughout the U.S. Air Forces in Europe command."




Best wishes



GRAHAM WILSON
London + Oxford - 07785 222380
Helping Organisations & People Achieve Things They Never Dreamt Were Possible
grahamwilson.org; inter-faith.net

Some Six Sigma videos on YouTube


You might be interested to have a quick look at some videos that have appeared on YouTube in the last 24hrs, about Six Sigma, the Balanced Scorecard, Strategic Planning and the Management of Change.

Best wishes



GRAHAM WILSON
London + Oxford - 07785 222380
Helping Organisations & People Achieve Things They Never Dreamt Were Possible
grahamwilson.org; inter-faith.net

Leading the Lean Enterprise


Leading the Lean Enterprise: from managing by results to managing processes
presented by Daniel T Jones, Chairman of the Lean Enterprise Academy

The Chartered Management Institute (CMI) Central & Westminster Branch is delighted to invite you to this event being held at the Westminster Business School, University of Westminster, 35 Marylebone Road, London, NW1 5LS.

Date: Thursday 24th January 2008
Time: 6.00pm for 6.30pm
Cost to non-members: £20
Cost to members: £10

Lean thinking is the foundation of a new business model, not just a box of tools for improving production. Using case studies from the manufacturing and service industries, the speaker will show how the application of lean management has transformed companies such as; Toyota, Tesco, etc.

This event is a must for all managers, leaders and entrepreneurs involved in transforming their business. You will gain a novel and very powerful perspective on how to create lasting success for your business.

Click here for a flyer and booking form in word format.


Best wishes



GRAHAM WILSON
London + Oxford - 07785 222380
Helping Organisations & People Achieve Things They Never Dreamt Were Possible
grahamwilson.org; inter-faith.net

When people ask me if Leadership Development works...

I always try to give examples, and here's one that ought to inspire a few of us to go that little bit further.

From the Nova Scotia News: Sunday 9th December 2007.
By Cathy von Kintzel

ANTIGONISH — Mary Wambui Gatama will board an airplane Dec. 15 destined for her home in Kenya, where she helps child sex-trade workers in the coastal city of Mombasa.

She's going back with new insights, having spent the past six months studying for a diploma in leadership development at the Coady Institute at St. Francis Xavier University in Antigonish.

Ms. Gatama was one of 40 Coady International students representing 19 countries who received diplomas in leadership development, a postgraduate program, during Saturday's fall convocation at St. Francis Xavier University. She also has a bachelor's degree in community development.

Ms. Gatama, 26, said she'll be a better communicator and advocate for children caught up in the sex trade, which is fuelled by tourists who flock to her city. She'll also approach some of her clients a bit differently.

"I'm seeing the glass half full now," she said of her clients' potentials.

Ms. Gatama said she could get bogged down in seeing the glass half empty, given all of the hardships and challenges her clients — girls aged 12 to 18 — endured on the streets.

"These people have so much potential, so we just need to tap that. I'm seeing that potential, the energy they have, and what they can utilize for their benefit and the benefit of the community as a whole."

She'll be beside them along the way through her work as a field co-ordinator with the Mombasa Beach Girls organization, which offers a drop-in centre, support, vocational and life skills training, education, counselling and more to the girls.

Kenya has an estimated 250,000 children living in the streets.

"This makes them vulnerable to sexual exploitation," Ms. Gatama said.

Homelessness, poverty, loss of parents to AIDS, expensive drug addictions and peer pressure are just some of the reasons children turn to the sex trade or crime for money.

For some girls, the trade can seem glamorous as they see other girls drive around in cars and meet well-dressed men.

"There's a feeling that there's so much money involved," she said.

But it's a dangerous lifestyle, she said, and it's fortunate that many girls have successfully turned their lives around.

Ms. Gatama readily shared a story about a girl who started working in the sex trade at 13 because she was pregnant and her impoverished family could not afford to support them.

Staff recognized her interest and skills in cooking and catering. She trained and is now working in a large Mombasa hotel, supporting her child.

Ms. Gatama said reaching the youngsters is a challenge, but more non-government organizations are getting involved and have formed "a very strong network."

The university also graduated 225 students during the afternoon ceremony and conferred doctor of laws honoris causa degrees upon Jesus Tecu Osorio, a human rights and development leader from Guatemala, and Alice Hoskins, an artist, author, teacher and philanthropist from Antigonish.

© 2007 The Halifax Herald Limited


Best wishes



GRAHAM WILSON
London + Oxford - 07785 222380
Helping Organisations & People Achieve Things They Never Dreamt Were Possible
grahamwilson.org; inter-faith.net

Sometimes a few gray hairs work...


Is there a trend emerging for coaches to be a little older, a little more practically experienced, have held a senior position themselves, and to have taken training before they start coaching their colleagues? If this example is to be believed, then the answer's YES. What do you think? Some schools of thought say that you shouldn't need to know anything about an individual's situation in order to coach them.
NEW DELHI: In the last one year, a bunch of industry leaders in the country have turned certified mentors and coaches.

Take the case of RPG Group's technology businesses president & CEO Pradipta Mahapatra. He is now a certified master coach from the Behavioural Coaching Institute, UK. Similarly, Totus Consulting MD Ganesh Chella has trained in Australia, Elgi Equipments MD Jairam Varadaraj, and HP's G Inbavanan have become trained business coaches. So did former Sify chairman and the current president of TIE's Chennai chapter R Ramaraj, who became a coach six months back. There are many others following suit.

So much so, the rising demand for good coaches led Mahapatra and Chella to set up an institute — Executive & Business Coaching Foundation — to train and produce coaches. The institute is now into its second batch, the first programme having already trained and certified 12 coaches including CEOs, MDs and other business leaders. "There's a clear paucity of good coaches in India," says Mahapatra. "And we have a programme for business leaders who love sharing their knowledge and experiences."

Though a new trend in India, business coaching as a profession is fast catching on for several reasons. Youngsters today take on higher responsibilities early on in their career and require the support and mentoring from people who are experienced and understand their needs at that level. Private equity funds, which are increasingly investing in big ventures, also want young entrepreneurs to get the much-needed support. More than that, the need for senior guys to discuss their problems and challenges has given rise to the demand for coaches who are at par with them and are better placed to understand their dilemmas.

In the West, US for instance, coaching is one of most sought after and lucrative profession fetching a fee of anything between $200-500 per hour. Ramaraj of TiE, who became a certified coach six months back and is a senior advisor for Sequoia Capital India, feels that only those individuals who have the zeal and aptitude to coach could justify this kind of a job. "I interact with youngsters a lot and get to hear about a lot of ideas. If I am able to help them even a bit with my experience, I will be happy," he says.

Though mentoring and coaching has always been a part of a leaders' job, in a changed paradigm, it has taken on a whole new meaning. While there's a crucial need for businesses to coach people and bosses, they are constrained on resources and time. This has opened up a great deal of scope for an external coach or someone who can provide time and has the expertise to deal with various issues.

"Today, a boss has less time to listen to his or her subordinates and to take it to a personal level is like asking for too much of the person," says Mahapatra. "Hence, it helps to get people who have the interest as well as expertise to be a coach and mentor. And who could be better for that role than business leaders themselves, who have seen the ups and downs of businesses."

Besides, an increasingly global work environment and lack of people for senior executives to talk to, about their problem, too makes room for individuals who have the interest to take on the task. "Expat leaders are coming to India in hordes and taking up the challenge to understand a new work environment and a diverse culture," says G Inbavanan of HP.

"They need the support and a coach, who has seen the business closely, would be a better option for him. Same for the senior leaders who need people to confide in, but can only trust those who are at par."

From: The Economic Times (of India)
By: Shreya Biswas
Date: 10/12/2007
© 2007 Times Internet Limited


Best wishes



GRAHAM WILSON
London + Oxford - 07785 222380
Helping Organisations & People Achieve Things They Never Dreamt Were Possible
grahamwilson.org; inter-faith.net

In a downturn, what do Executive Coaches do?


In a rather remarkable piece in yesterday's Telegraph, clearly taken straight from a PR person's outpouring, the Chief Executive of Penna tries touting for investors in his firm by claiming that in good times, a coach coaches, whereas in bad times, they become outplacement consultants.

It's worth a read simply for the naivety of the argument and its blatant cry for help - CLICK HERE.

But there's two serious questions that would be worth us all asking ourselves here. If and when this much bandied 'downturn' does happen:
  • what will happen to the executive coaching and leadership development market, and...

  • what will those of us who are practitioners within it find to do?


  • Best wishes

    PS Joking aside, I'm going to be running career coaching workshops from the Wren in EC3 in the New Year, entitled "Finding Your Passion" - if you're interested let me know and I'll send you details.


    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Do coaches pick up the ball missed by managers?


    According to Stefan Stern, writing in this Tuesday's FT, Britain's managers are woefully inadequate and it is this that has fuelled the substantial market in Business Coaching in recent years.

    You can read the full article by {clicking here}.

    The article has some very interesting information in it (for those who care to glean more) about the nature of business coaching in this country, the pitfalls and perceptions, and the issues being faced by those who offer it as a corporate package.

    See what you think. What do you read into it? What do you think of his criticisms and interpretation?

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Youth and Leadership Development


    We often hear the idea that young people can benefit from Leadership Development, and it makes a lot of sense logically, but I sometimes wonder what EXACTLY they learn, and whether they apply it in ways that they wouldn't have done anyway. A typical example is the following scheme from Alaska.

    I have similar reservations about the Duke of Edinburgh Award scheme, which has virtually become another A-level.. Undoubtedly, SOME kids get something out of it, but wouldn't the emergent leaders have emerged anyway, without the pressure and structure of such an award?

    What kinds of things do YOU think they get from programmes like these? Do they REALLY make a difference?


    Affordable housing program provides job training for young adults

    SITKA - Young Alaskans Building Affordable Housing is a comprehensive job training, education and leadership development program for young adults of Alaska, ages 16 to 24. The program includes job training, classroom and vocational education, leadership development, counseling and job placement assistance. Participants learn construction skills while building low-income housing in the Sitka community.

    The program is part of the private nonprofit organization Southeast Alaska Guidance Association in partnership with SouthEast Alaska Career Center and Baranof Island Housing Authority in Sitka. All program components will be conducted in Sitka. The affordable housing program provides guidance counseling, peer support groups, cultural and recreational events and activities, and job placement assistance for up to 16 eligible young adults per year. The program promotes youth leadership development, program decision-making, and community involvement. Successful program graduates will receive construction skills training coupled with academic education leading to a high school diploma or GED or further education.

    The affordable housing program provides an opportunity for young Alaskans to gain work experience and acquire skills in the construction industry by building a residential home and/or other construction projects, developing leadership, and continuing education towards a GED. Participants will earn a training allowance of $1,200 per month and upon successful completion of the program, an AmeriCorps education award of $1,250.



    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Sunday, December 09, 2007

    Do sporting analogues work in the world of business?

    Another invitation to a Sporting Dinner arrived in my post this week. The speakers were once eminent sportsmen who, the organisers assure me, are going to impart their wisdom on how to build a better team to the business leaders assembled at their feet.

    OK, you can tell I'm a tad cynical! Of course, I'm a hypocrite too because somewhere on my leadership development website I mention that I am also a sports coach and that this "informs" my work with executives.

    But, seriously... What do you feel about the previous generations of sporting celebrities being put forward as exemplars for us all to learn from in the world of management?

    I've been at three talks by top class athletes in the past, and in each case the organisers were promoting them as having something significant to teach me about managing people and succeeding in business. All three had quite "interesting" childhoods - one had been orphaned, another abused, and the third described the relationship with his stepfather as "characterised by violence". They all had poor academic attainment, leaving school at 16, but showed focus when involved in individually oriented (ie not team) athletics competitions. Also interesting, all three were "adopted", "mentored", "spotted" by someone who then moulded them, and their performance, for a decade or so. They each described their mental preparation for events - isolating themselves, envisioning their own sense of elation when they finished ahead of the rest. They are understandably proud of their personal performance and like people to know how much personal sacrifice was necessary to achieve it. All three described the isolation they felt as adolescents when they had to train from 6:00am, were bullied as a result of falling asleep in class, were consequently mocked by their teachers, and were too tired to take part in after-school activities or just hanging around making friends.

    The leaders in organisations that I come across, are certainly not all exemplary team players nor are they shrinking violets, but generally they could teach these athletes a thing or two about inspiring others to perform, about the power of a group, and about the importance of humility. They could demonstrate how a grasp of mathematics is essential to understand accounts, that business depends on written communication and the ability to read (and understand) complex documents quickly, that clear enunciation gets messages across, and that sales are made through empathy with others.

    The latest example, an international swimmer, began his talk by inviting two people from the audience up on stage. He gave them his Gold and Silver medals and some cleaning materials and told them to clean them. He then spoke for 30 minutes while these two guys, rather bemused, rubbed and polished away. At the end of his talk, he took the medals back, said thanks and pointed them to their seats. Quite what this was meant to achieve I don't know. The folks around me all seemed to feel it was an exercise in public humiliation and were very unhappy with it. Later that day, I found myself next to this paragon of success and achievement, so I tried to strike up a conversation with him. You know how, at some networking events, there are a few folks who stand out painfully from the crowd? They rarely appear animated, demonstrate no interest in other people around them, and respond to questions either monosyllabically or conversely with the verbal diarrhoea that leaves you snoring before the first sentence is over. Well, let's just say he was one of those. I was relieved when the organisers' PR person came over to rescue me (or was she there to protect him)!?

    So, do sporting analogues work when developing leaders? If so, what are the lessons we should be learning from them? If not, who do YOU turn to for inspiration and what lessons do they teach?

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Tuesday, November 27, 2007

    Leadership coaching and existential psychology

    Every now and then one of my leadership coaching clients will want to explore a little more about my own ‘philosophy’ and how it influences my work with them. I don’t have a ‘philosophy’ that I can confidently side with, largely because I have never put sufficient time aside to study the many on offer to feel I can ‘hang my hat’ on a particular approach. However, if there’s one that seems to underlie many of the books and articles that I enjoy reading, the ‘boundaries’ that I try to apply, and the tools and techniques that I draw on, it would be Existentialism.

    To start the ball rolling, I thought I would try pulling together a few notes that explain what I understand by this (ie my own slant on it) and the relationship it has to my work.

    Existentialism

    Existentialism is the philosophical movement that proposed that individual human beings create the meaning and essence of their lives themselves without the need for a ‘transcendent force’ (ie God). [This doesn’t mean that existentialism denies any God – read on before you jump to that conclusion!]

    Although it had forerunners in earlier centuries, it emerged as a movement in the 20th Century.

    According to existentialism, the absence of this force means that the individual is entirely free, and therefore ultimately responsible for their own destiny. It is up to humans to create their own model of their personal responsibility for themselves, without calling on any belief system put forward by others. This personal articulation of their beliefs is the only way to rise above the suffering and death of society, and the finality of the individual.

    Existentialism, then, requires a personal journey through which the individual creates their personal belief system based on their own answers to questions as to why death and suffering happen in our society and what the purpose of life is given that we all ultimately die.

    Existentialism was a reaction against traditional philosophies, such as rationalism and empiricism, which tried to impose an ultimate order to the world, either through metaphysical principles or observed structure.

    As a philosophical movement, existentialism's origins lie in the works of nineteenth-century philosophers, Søren Kierkegaard and Friedrich Nietzsche, although neither used the term and they pre-dated the movement by about a hundred years. It became quite influential in Continental philosophy, and literary authors such as Dostoevsky contributed to it.

    In the 1940s and 1950s, French existentialists especially, such as Jean-Paul Sartre, Albert Camus, and Simone de Beauvoir, popularized existential themes such as dread, boredom, alienation, the “absurd”, freedom, commitment, and nothingness.
    Walter Kaufmann described existentialism as, "The refusal to belong to any school of thought, the repudiation of the adequacy of any body of beliefs whatever, and especially of systems, and a marked dissatisfaction with traditional philosophy as superficial, academic, and remote from life".

    Today, existential themes are frequently at the core of what are seen as ‘influential’ literary works and films. It is also at the heart of many of the current approaches to psychotherapy.

    Key Themes: Rejecting Rationalism

    Descartes had argued that while humans can doubt almost all aspects of reality as illusions, they can be certain of their own consciousness, which is therefore the only truth.

    Existentialism rejects this, saying that because they are conscious, humans will always find themselves already in a world, with a prior context and a history that is presented to their consciousness from the moment they are born, and that they can’t simply think away that world.

    In other words, the ultimate and unquestionable reality is not thinking consciousness but, as Heidegger put it, "being in the world".

    Key Themes: Existence comes before essence

    Existentialism argues that the existence on an individual comes before any meaning that they may have. In other words, humans define their own reality and are not bound to any previous definitions of what "being human" means. Nor are they tied to the circumstances in which they find themselves as they become conscious of the world around them. Regardless of their circumstances there is always the potential to be different.

    The Ancient Greeks had always held that the whole purpose of philosophy was to answer the question "What is a human being?" or "What is the essence of being human?" and to use this to determine how human beings should behave.

    In his book, “Repetition”, Kierkegaard's character ‘Young Man’ says to himself:
    “How did I get into the world? Why was I not asked about it and why was I not informed of the rules and regulations but just thrust into the ranks as if I had been bought by a peddling shanghaier of human beings? How did I get involved in this big enterprise called actuality? Why should I be involved? Isn't it a matter of choice? And if I am compelled to be involved, where is the manager — I have something to say about this. Is there no manager? To whom shall I make my complaint?”


    A great deal of the angst that many individuals experience in their lives comes from exactly this kind of dialogue – a sense of injustice in their confusion because no-one explained the ‘rules’ of life to them.

    Heidegger and Sartre used the term "thrownness" to describe the idea that human beings are "thrown" into existence without having chosen it. Existentialists consider being thrown into existence as coming before any other thoughts or ideas that humans have or definitions of themselves that they create.

    Sartre, in “Essays in Existentialism”, adds: "If man, as the existentialist conceives him, is indefinable, it is because at first he is nothing. Only afterward will he be something, and he himself will have made what he will be".

    Key Themes: Reason is a defense against anxiety

    Existentialists emphasize action, freedom, and decision as being fundamental. They look at where people find meaning and argue that we actually make decisions based on what has meaning to us rather than what is rational. They are therefore opposed to rationalism.

    Kierkegaard saw rationality as a mechanism that humans use to counter their fear of being in the world (their ‘existential anxiety’). "If I can believe that I am rational and everyone else is rational then I have nothing to fear and no reason to feel anxious about being free".

    This focus on the feelings of anxiety and dread that we feel in the face of our own freedom and our awareness of death is characteristic of existentialism. Almost anything that is used by humans to deny these anxieties is seen as a hindrance to finding meaning in our freedom.

    Kierkegaard too focused on this deep anxiety at the core of human existence — the feeling that there is no purpose. Finding a way to counter this nothingness, by embracing existence, is the fundamental theme of existentialism, and where the philosophy takes its name from. Someone who believes in reality is a "realist", and someone who believes in a deity is a "theist”. Someone who believes fundamentally only in existence, and seeks to find meaning in his or her life solely by embracing existence, is an “existentialist”.

    Key Themes: The ‘absurd’

    Existentialism views human beings as subjects in an indifferent, objective, often ambiguous, universe, in which meaning is not provided by the natural order but is created by human beings' actions and interpretations.

    Many literary contributions of the era (such as Kafka’s “The Metamorphosis” and Camus’ “The Myth of Sisyphus”) painted a picture of this “absurd” world as a way of highlighting how artificial the ‘structure’ and ‘order’ are that we impose on our surroundings.

    Camus, especially, explains that this “absurdity” comes from the confrontation between human need and want for logic and order and the reality of the illogical and random world.

    Again, a lot of the doubts and concerns that psychotherapists are presented with in their day-to-day work with otherwise successful clients, can be seen as a reflection of these individuals’ struggle to come to terms with the irrationality of their own world. Certainly this seems to be true of many of my own coaching clients at certain stages in our work together.

    Key Themes: Freedom

    Despite the emphasis on doom and gloom typifying the existential philosophy, the idea that people can create and change their fundamental values and beliefs is a liberating approach. Both Kierkegaard and Nietzsche wrote that human nature and human identity vary depending on what values and beliefs humans hold.

    While objective truths are useful, detached or observational modes of thought can never truly comprehend human experience. The uniqueness of the human existence means that individuals who become “great” are those who invent their own values and create the very terms under which they excel.

    Today, there is a huge industry based on helping people to see that it is only their own “beliefs” and “values” that are preventing them from achieving personal success. Whether it reaches them in the guise of coaching or through self-help literature, the purpose of these interventions is to liberate people from their self-limiting thoughts and to redefine their potential.

    Key Themes: God?

    To many existentialists, the most fundamental question to address is our personal relationship to, or understanding of, God and God’s role in society. To be an existentialist does NOT mean that you have to deny that there is a ‘higher force’.
    Some, exemplified by Nietzsche, feel there was a need for a “God” but that this concept is now obsolete.

    Theistic existentialists, such as Paul Tillich, Gabriel Marcel, and Martin Buber, hold that belief in God is a personal choice made on the basis of a passion, of Faith, observation, or personal experience. Just as atheistic existentialists can freely choose not to believe, theistic existentialists can freely choose to believe in God and, despite one's doubt (informed by the extent of suffering and tragic death in the world), have faith that God exists and that God is good.

    Other existentialists are agnostics, not claiming to know whether or not there is a "bigger picture" at play; but simply acknowledging that the greatest truth is that which they individually choose to act upon because that is the reality they create.

    Most agnostic existentialists would say that to know the "greater picture", whether or not there is one, is impossible for human minds, and therefore searching for it has little value.

    Historical precedents

    Existential themes appear throughout history. Examples include Buddha's teachings, the Book of Ecclesiastes and the Book of Job, St Augustine’s Confessions, St Thomas Aquinas' writings, and those of Mulla Sadra. Individualist politics, such as those of John Locke, advocated individual autonomy and self-determination rather than the state ruling over the individual.

    In 1670, Blaise Pascal's unfinished notes, the Pensées ("Thoughts"), put forward many of the fundamental themes of existentialism. Pascal argued that without a God, life would be meaningless and miserable. People would only be able to create obstacles and overcome them in an attempt to escape boredom, and their token-victories would ultimately become meaningless, because people eventually die. According to Pascal, this was a good enough reason not to be an atheist.

    Existential and other modern psychological movements

    Many of the theories of Sigmund Freud were influenced by the existentialist Nietzsche, and one of the major offshoots of existentialism as a philosophy is existential psychology.

    This area of psychology was introduced by Viktor Frankl (who had studied with both Freud and Jung when he was young), who was interred in a Nazi concentration camp from 1941 to 1945.

    In the camp, he mentally re-wrote his first book whose manuscript had been confiscated at the time of his arrest. He called his theories “Logotherapy” and the book was subsequently published as “Man's Search for Meaning”.

    Speaking in the early 1990s, Frankl said that in the camp he would pretend to himself that he was actually in the future, remembering his experiences and noting how he was able to survive them. His years of suffering led him to the conclusion that even in the worst imaginable of circumstances, life can be given a worthwhile meaning. This forms the basis of Logotherapy which says that all human beings have a will to find meaning and that serious behavioural problems develop when they cannot find it.

    The therapy helps patients handle the responsibility of choices and the pain of unavoidable suffering by helping them to decide to give life meaning.

    An early contributor to Existential Psychology was Rollo May, who was influenced by Kierkegaard. One of the most prolific writers on the techniques and theory of existential psychology, and highly regarded for his self-reflection is Irvin Yalom. In the UK, a European style of existential psychotherapy has emerged from the writings of Emmy van Deurzen.

    With complete freedom to decide, and through being responsible for the outcome of these decisions, comes anxiety — or angst — about the choices made. Anxiety's importance in existentialism makes it a popular topic in psychotherapy. Therapists often use existential philosophy to explain the client's anxiety. Psychotherapists using an existential approach believe that their client can use their anxiety constructively. Instead of suppressing it they are encouraged to use it as a reason for change. By accepting anxiety as inevitable, a person can use it to achieve their full potential in life.

    More recently still, humanistic psychology also shares many of the fundamental tenets of existentialism, and the rapidly developing area of study, “Terror Management”, looks at what researchers claim to be the implicit emotional reactions of people that occur when they are confronted with the psychological terror of knowing they will eventually die.

    So there we have it. Not a definitive portrait of my approach to leadership development, nor a comprehensive review of existentialism, but hopefully it will provide sufficient material for anyone who is interested in what helps to inform this particular coach!

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org & inter-faith.net

    Thursday, November 08, 2007

    Business school includes prayer as a tool for creativity and more

    Bentley Professors Bring Spirituality and Meditative Practices Into Business Education


    An American college, Bentley College, just outside Boston MA, has been awarded a grant to develop a programme to re-educate their management educators. The plan is for them to be trained so that they modify their various courses to include periods of contemplative practice within each subject. The specific methods embraced by the grant are quiet meditation, reflection, mindfulness, and centering prayer.

    The students have apparently been demanding deeper, more soulful approaches to teaching but academics have felt uncomfortable responding to the demand. It is this 'fear' that the programme aims to address.

    In 2002, Joe Weiss, who holds a Master of Divinity degree from Union Theological Seminary, pioneered a new approach to career development with a programme entitled "Life Calling & Career Strategies: The Spiritual Journey". He has a clear bottom-line motivation for introducing this latest approach; "In today's workforce, creativity is one of the most sought-after capabilities. How do you foster creativity? By listening and nurturing the voice within, gaining a deep sense of self-confidence, and becoming who you are in the fullness of your gifts."

    Weiss recently co-authored an article on spirituality and leadership - "Calling, New Careers, and Spirituality" with Tim Hall, John Haughey, and Michael Skelly [Research in Ethical Issues in Organizations (Elsevier) vol. 5, no. 3, 25-37, 2004].

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Does history inform the future?

    "Life is divided into three terms. The one which was, which is, and which will be. Learn from the past to profit the present; And from the present to live better for the future. It's the best way to lead yourself through life." William Wordsworth.


    While this seems a great way of looking at life, to what extent DO we learn from the past? Whether it's through awareness of our genetic make-up, our own personal history, studying the great leaders and campaigns of the past, appreciating the wisdom of decisions taken by previous generations, or honouring the sacrifices made by others before us, how much DO we learn from the past, and why do we need to re-visit the same lessons so often?

    The hereditary component of certain illnesses (or the pre-disposition to suffer from them) is increasingly recognised, and genetic counselling is offered to siblings when a brother or sister develops the disease. While some people leap at the opportunity, others say they would rather not know. The arguments on either side are powerful and emotionally charged, but the consequence is that some people prefer not to be told that they might be under threat, not to learn from the past, not to adjust their lifestyle to influence the future.

    In a political democracy, long-term strategy and short-term policy are often at odds with one another. Strategy is often based on historical argument and may reflect the colour of the political party promoting them, yet their policies are often driven by the much shorter-term desire to deliver results that will swing the electorate towards them. The result is often a divide between those on the 'front-benches' and those on the 'back' and again, it is interesting how reluctant some people are to build on the historical perspective when their own survival is threatened, while others are not.

    It is said that at one point in the First World War, across a single stretch of no-man's-land near Ypres, less than 100 yards apart, both Winston Churchill and Adolf Hitler served. Despite the carnage that they witnessed and the impact it had on them individually, they were clearly able to put this aside in order to lead us into and through the Second World War. Clearly this is an over simplification, but some of us remain amazed that any government can lead its people into armed conflict when we must all know of the human suffering that will ensue, while others feel that the historical precedent is somehow less relevant given the situation they are faced with.

    And what of business? An astute observer of business, John Macdonald, wrote a book in the 90s; "Calling a halt to mindless change". Among many points that he raised was the tendency for business leaders to be driven by short-term targets rather than longer term goals. The short-term focus tends to fragment organisations and reduce personal security, while the longer term builds empires, enhances stability and therefore provides personal security. The short-term approach leads to a more polarised distribution of the proceeds, while the longer term one creates substantially greater per capita wealth. This is not a newly discovered phenomenon, it has been widely observed for over a hundred years, and yet new leaders of organisations frequently make their mark by initiating 'radical' change through refocusing, restructuring, rebranding and a host of other approaches. Conversely, there are organisations that insist on recruiting their new leadership from within, where the degree of freedom to initiate change by the leader is restricted, and where the founders' principles remain stamped through the rock of the business.

    Interestingly, these Founders' were often quite spiritual individuals, though not always and partly as a reflection of their times, but their values generally reflected this in their concern for humanity through employees, customers, suppliers and the environment. All thoroughly modern concepts, of course, and ones we couldn't possibly have learnt from history!

    So some questions to ponder…

  • To what extent do YOU feel you have learned from history? What lessons do you take to your work and how do they influence your behaviour there?

  • Looking at your own organisation, what lessons are there from the past that need to be captured? And, what could be learnt from other organisations?


  • Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Wednesday, October 17, 2007

    On Being Human

    What does it mean to be ‘human’? One definition of man reads: ‘an integrated unity of the biological, the organismic and the personal, the natural and the social, the inherited and what he acquires during his life….’

    Being human is simple, in that we belong to the species Homo sapiens. Historically, many of the great cultural and religious traditions placed the origins of humanity as close to the stuff of earth; to ordinariness and mundanity. We say: ‘It’s only human….it’s just human nature…..’; refering to our earthiness as escape clauses for weakness, failure etc (especially when it is others’ weaknesses that we are describing!). Modern psychologists challenge this cultural heritage, seeing it as a hair shirt that inhibits people from achieving happiness and fulfilment.

    At the same time, we reflect our frailty by fencing round it with moral codes and rules of engagement. (We might ask why some organisations depend so heavily on this form of protection and how things would be different without the cultural ‘hair shirt’?)

    All too often, our earthiness means that we get carried along by unplanned and uncontrolled experiences. Our capacity to rise above these and to make meaning for ourselves is indicative of a second aspect of being human: a state of self-awareness and seeing ourselves from an outside perspective: relating to the world, to things, others, time and mortality.

    Something of the nature of being human is characterised by a yearning: ‘our soul’s reach exceeds our grasp; it seeks more than continuance; it reaches for something beyond us, something that for the most part eludes us…..’ writes bioethicist, Leon Kass.

    Being truly human is therefore something to aspire to. A desire for things to be more human (less mechanistic, less automated, less routine, less mundane) has something to do with the longing we feel to be closer to fulfilling our dreams, our hopes and our potential. This longing is often the starting point for spiritual quest and growth beyond ourselves.

    It is this tension, between the two aspects of being human, that is played out in the world of work. On the one hand, work is the mundane requisite for sustaining life and livelihood and getting the job done. On the other, it is a major forum for our aspirations and fulfilment. So, we are motivated to drive for continuous improvement, or life-long learning, to reach new targets and create better products, and for all that looks like success and fulfilment. However, we all know that it can be a bit of a tightrope. It is good to take stock now and then and evaluate how well the two aspects of being human are balanced for us in our work.

    The following are some questions to get us started:

    • What are the ‘given’ aspects of our work – the given relationships, the power heirarchies, the mundane routines, the baseline requirements, the fundamental contracts of work?
    • How do we make meaning of our work experiences? How does this add flavour to the whole of life?
    • How does the work culture enable us to develop aspirations? Is there room for self-expression? Is our workplace a life-giving environment? (Take a moment to read your workplace – look at the tools, consider the way time is spent and note the moods and emotions that surround your work. What does it say about your relationship to work?)
    • In what way is being human ultimately work, an ‘opus’ of crafting ourselves in the world?


    Best wishes


    GRAHAM WILSON

    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net




    Note: This is an edited version of preparatory notes written by a colleague and subsequently edited by myself for a regular series of lunchtime discussions on the spiritual dimensions of work.

    Saturday, July 21, 2007

    This might seem a little different from my usual kind of blog entry, but I came across something today that I thought I'd share with you. Who knows, it might apply to you too...

    Apparently, in Britain alone, people are spending £5bn each year in goods and services that they no longer need. Simple examples are services ordered and paid for by direct debit, maintenance contracts for equipment long since scrapped, and duplicated insurances (where one will often refuse to pay out because the other is covering the risk and vice versa leaving you with NO cover at all)!

    Having stumbled across this little scrap of information, I thought I'd do a quick check to see what I could save. Now, being brutally honest, I arrogantly thought I was quite sharp about this kind of thing, so the result was quite a surprise.

    Staggeringly, I have found nearly £400 per year being spent unnecessarily. The biggest contributors to this are three subscriptions to breakdown services that amount to a staggering £200 in excessive premiums on vehicle insurance. The worse thing is I didn't even realise that two of them were included in the premium and were optional!

    I discovered that £50 was being paid yearly on a maintenance contract for a PC that was given to charity nearly three years ago.

    My mobile phone is covered for breakdown (rather than theft) under three different policies and I'm such a long term subscriber that they'd be stupid not to give me a replacement if it was stolen, so the £60 a year on 'insurance' is practically redundant.

    I relish my gym membership as it gives me access to the 'serious swimmers' lane at a pool at almost any time, but apparently the typical member is paying £600 for just four visits! Now THAT is indulgent - let's face it you could hire a villa for a week for that much.

    So, give it some thought, you never know - you could just pay for a holiday to escape this dreadful weather.

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Wednesday, December 20, 2006

    Contempt for Customers - 2 Tropicana Pure Premium


    Running alongside my occasional series on Management Insults, I thought I'd add a set of entries entitled, "Contempt for Customers" that will highlight some of the ways in which companies, largely through their marketing materials or product packaging demonstrate their contempt for their customers. Funnily enough I don't think there will be any shortage of material for these blogs!


    It would be difficult these days for anyone to fail to know that there are concerns about our stewardship of the planet and how it is in a state of considerable stress environmentally.

    Most of us are familiar with the concept of organic produce and the need to ensure that crops are grown in a sustainable fashion - that is efficiently and with the lowest possible impact on the environment.

    One aspect of this is a growing concern about something called food miles. Over 90% of the food on our supermarket shelves is imported. While it may cost the supermarkets themselves less to source their produce this way, they are not picking up the tab for the environmental damage that this results in. A recent Defra report estimates the cost of food miles at £9 billion each year.

    This is a sufficiently serious problem that the UK Government has decided to take action and is planning to reduce the environmental and social costs of food transport in the UK by 20 per cent by 2012.

    This is not news - it is very widely understood throughout the food industry and the retail sectors. Already the supermarket chains ARE doing something about it - albeit we could question how seriously, how quickly and what their motives are, given that they knew about all this for a long time but only appeared to take action when there became a consumer demand.

    So you would think that food producers would also be sensitive to it; would do all they could to source locally; would minimise their transport impacts where they can and would endeavour to offset 'unavoidable' impacts using one of the schemes set up for the purpose - through which an organisation establishes woodland or other habitats to offset their environmental impact.

    Sadly though this news doesn't seem to have reached Tropicana - the makers of a range of 'Pure Premium' squeezed fruit juices. Their product packaging instead proudly boasts that EVERY DAY, a train measuring ONE MILE LONG, travels OVER A THOUSAND MILES carrying their juice to quench the thirsts of New Yorkers ALONE.

    Now, if I was the producer of Tropicana, I don't think I would be proud of that kind of environmental pillage. If such devastation is really justified, then I would be boasting of all the things I was doing to put right the damage that my train was causing to the environment.

    Oranges don't grow all year round - not without artificial help they don't. Yet, Tropicana only uses those picked at their MID-SEASON BEST, so they are presumably storing the juice somewhere after it is squeezed since nowhere on their package do they suggest that it is FRESHLY squeezed. So, we are left to wonder what other damage they are causing in the production and storage processes before they train the stuff over the US to those folks in the "Big Apple".

    Interestingly, they describe their consumers as DISCERNING. It seems to me that they can't be that discerning if they wilfully sanction damage on this scale by buying it in such quantities. Whatever, Tropicana definitely qualifies for one of my Golden Awards for Customer Contempt for its brazen packaging!

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Friday, December 15, 2006

    Contempt for Customers - 1 Chiltern Railways


    Running alongside my occasional series on Management Insults, I thought I'd add a set of entries entitled, "Contempt for Customers" that will highlight some of the ways in which companies, largely through their marketing materials or product packaging demonstrate their contempt for their customers. Funnilly enough I don't think there will be any shortage of material for these blogs!


    Back in the 1980s, more and more companies woke up to the importance of quality as a competitive strategy. What this really meant is that there were so many organisations offering rubbish that by selling something that actually worked, or did what it said on the box, you could either charge a premium or sell more items. The same applied to services. The word got around that it was clever to "listen to your customers" and firms started offering those not-so-wonderful** "freephone" (0800) or "lo-call" (0845) numbers to encourage their customers to let them know how they had done. Only the tiniest business would dream of offering other than 24hr answering on these phones.

    When they analysed the types of call and the topics customers complained about, there were some surprises. For example, Texaco emblazoned their 0845 number on every petrol station forecourt expecting complaints about hygiene, lighting, slow-resetting of pumps, rude staff and so on. Instead, apparently 9/10 calls were to complain that the customer hadn't been given enough stars on their Texaco points card! (These were the days when the points were STUCK on to a collecting card!)

    Many firms found it quite hard to recruit people to work on these lines. After all, it isn't exactly motivating to spend a shift just listening to whinging customers - some of whom have a serious stress issue, some are trying to rip you off [work out how much an extra Texaco Star was worth and you'll see these were not exactly big time criminals!], and some have a genuine complaint. So we began to see smug firms changing the name of their COMPLAINTS department to CUSTOMER SERVICE or some similar platitude.

    The ultimate Mickey take of this kind was the Carlsberg advertisement that featured a phone ringing in the distance, until a diligent member of staff tracked it down to a cobweb strewn room that hadn't been opened in decades and was labelled "complaints" department - only to discover that it was a "wrong number". The ad back-fired on Carlsberg because it implied that IF you DID have a genuine complaint, you could ring their number and it would take ages before it was answered.

    So, you'd think that companies would have become a little more sophisticated in their handling of COMPLAINTS these days. After all there are Professors of Customer Service, PhDs on the topic, and even modules on MBA programmes dealing with it. And yet, Chiltern Railways have managed to bungle in just about every way possible today, demonstrated their credentials for the "Contempt for Customers" gold award.

    When I arrived at the Bicester North station at 10:45 this morning, planning on catching the 11:04 to London having renewed my Network Railcard, I was disappointed to discover that the Ticket Office was closed. I stood looking at the screen for a moment in some amazement, but realised I would have to buy a full fare ticket instead and call back to renew my Railcard another time. Irritated, I turned to one of the ticket machines and let myself be led through the ticket buying process. Now, I would like to give credit where it is due... Whoever the techie was that designed these machines, they did a pretty good job. Frankly, you'd need to be fairly thick not to be able to work out how to use one. It even remembered what I had bought last time and offered me that as an option. Sadly I couldn't take it as I no longer had the Railcard, so instead a little salt was rubbed into an open wound by making me doubly aware that instead of a £13 fare I was going to have to spend £20.

    Now, although these machines are pretty much idiot proof, there was actually a very considerate person in the booking hall helping what I assumed were fellow passengers to use the machines. It seemed that they had been motivated to be a good Samaritan because the ticket office was unbelievably closed. (Bicester North gets quite a few foreigners because of the Bicester Village Retail Outlet and I guess these were foreigners who couldn't work out how the machines worked!) Incidentally, the Samaritan was wearing blue slacks, a white Aran type pullover and a red padded waterproof jacket.

    Armed with my tickets, I boarded the train and arrived at Marylebone. Now this is where the customer experience began to get worse. As I reached the concourse, I noticed that there were a couple of similarly dressed individuals standing there. In addition to the red jacket and blue slacks they had peaked caps and badges - indicating that they were employees of Chiltern Railways!

    In other words, a regular customer had arrived in the booking hall in Bicester, stood in dismay at the closed ticket office, bought a higher priced ticket, and been made to queue later for a railcard, when all the time a member of Chiltern Railways' staff was ignoring him and helping people use machines to buy tickets that any child could use without difficulty.

    Now, being a conscientious follower of quality improvement, I figure that unless an organisation knows how it has fouled up it can't do anything to put it right. So, this afternoon, when I got home, I decided to ring Chiltern Railways to tell them of my experience and suggest that they help the Ticket Office clerk with the Aran pullover (no Samaritan, after all) to reevaluate her priorities when she is meant to be serving behind the desk.

    The Chiltern Railways website doesn't have a button to push for their COMPLAINTS department. Instead, you have to follow a "contact us" link in tiny letters at the top of the screen. Once there you are given an 0845 number to ring for "Customer Services" but there are two provisos;

  • The phones are only manned "Mondays to Fridays 0830 to 1730". Now, given that this is the time that the vast majority of their customers will be at work, doesn't it seem a little avoidant of them to pick those hours? Perish the thought that they could man the phones when agrieved customers can actually ring in.


  • But obviously, quite a few customers DO manage to COMPLAIN because we are also told; "On average, our Customer Services team receives about 500 contacts every week. They aim to respond to all correspondence within 10 working days."


  • Now, that brings me to the real contempt-for-customers issue. What they are saying is that, despite putting loads of obstacles in their way, FIVE HUNDRED (500) PEOPLE EVERY WEEK TAKE THE TROUBLE TO RING CHILTERN RAILWAYS TO COMPLAIN ABOUT THEIR SERVICE.

    I don't think that is a track record I would be proud of. Would you?

    ** So why are 0800 and 0845 numbers not-so-wonderful any longer? Well, it's simple really, for more than 15 years now, telephone service providers have been selling packages to householders whereby they can pay a fixed price and get all calls to REAL numbers free. But the 0800 and 0845 ones don't count for those deals, so ironically, a company that provides such a number to 'encourage' its customers to ring is actually causing the customer to pay more than they would have to do if they were given a REAL number instead. Savvy firms (such as British Airways) have realised this and almost always cite both numbers for the customer to choose from, but obviously Chiltern Railways is not so savvy!

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Thursday, December 07, 2006

    Profit and loss - more than a simple equation

    In the real world, profit may be achieved fortuitously through little effort, minimal investment, almost immediately and at next to no risk. Conversely, losses can be incurred despite enormous effort, huge investment, tremendous 'patience', and great risk. Profits are NOT therefore a reward for these qualities, so what entitles a business to make them?

    The Western economy is portrayed as operating within a 'free market'. This model argues that profits are the result of a business offering products and services at a price that is determined through competition, at a cost achieved through the efficient use of resources. Among competitors, the business that conserves resources (ie keeps costs low) is rewarded with the greatest profit. Of course, there are many markets that do not operate competitively - monopolies, cartels, and those where the price is predominantly determined by Government levies are obvious examples. In these price is actually determined by what the customer is prepared to pay. The company can therefore manipulate the price to maximise their profits, which leads to the question of what is a "fair" profit for them to make?

    There is plenty of evidence that good firms invest wisely in new products, but this often focuses on applications rather than new technologies and has sadly been used as an excuse by some to dilute their profit and justify exceptional earnings, while it is actually escalating their profits in the longer-term. How much should a company be expected to invest in itself to sustain its future?

    In this environment, it is important that there are some who can take a longer term view, who have a belief in the potential of almost anything and who are prepared to tie up their resources (generally financial but occasionally intellectual) until a return can be achieved. These people effectively regulate the free market economy by managing shortages and surpluses. Such speculators depend on the quality of their knowledge, imagination and luck. Society has strong views about the behaviour of speculators especially when their 'knowledge' is gained through insider networks, or the result of their 'luck' is actually a 'fortune'. Is luck an appropriate basis on which to manage a business?

    Another form of speculation is internal investment in new technologies. The speculator alone though cannot create wealth - they create the opportunity but they don't create the products. Instead, they depend on someone finding a way of converting the raw materials (and ideas) into merchantable goods and services. Such people are 'entrepreneurs', balancing risk of failure with longer-term investment in the future. But, there's a finite pool of money to reward investors (including employees) and develop capacity. How much should a company risk investing in speculative new ventures?

    Under the free market model, it is at the individual level (corporate and personal) that 'success' is measured in profits, yet it is often self-reinforcing - the more successful someone is, the less they risk and the less important luck is. This leads to the view that there should be a fairer distribution of profit either through government intervention (taxation) or personal discretion (philanthropy).
    There's good evidence that philanthropic organisations out-perform those who are more self-interested, though that's a view that is not popular with many companies! Nevertheless, a US survey demonstrated that companies who are committed to giving increased their contributions by 14% last year, closely tracking their profits which rose by 17% and their turnover which rose by 15%. Philanthropists are often inspired by their Faith and such people formed the bedrock of social reform in the Industrial Revolution, but today there's frequently cynicism about the motives of industrialists who sponsor educational institutions or engage in politics. Is philanthropy something that should be expected, required, or left to individual judgment and what proportion of profit should a business expect to contribute?

    NB These notes were used to stimulate discussion at a management retreat that I led recently.

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Sunday, November 26, 2006

    Management Insult 4: Talent Management Programmes


    For a while now, I've been building a series of definitions of 'management-speak' terms that insult human intelligence. One day I might even find a publisher and release them as a dictionary, but for now, I thought I'd share a few of them from time to time. I make no apologies for these being slightly tongue in cheek. My argument is that for a leader to be effective they need to be grounded in the real world and not delude themselves through their use of obfuscating language.


    Talent Management Programmes

    An incredibly patronising way of trying to stop good people from leaving the company when we seem to lack the basic management skills to inspire and engage them.

    An invention of HR directors, as a part of their 'retention strategy', whereby a programme of various vaguely linked tasks, assignments, courses and associated coaching, is constructed that will take the participants at least twelve months to complete. Often offered particularly in organisations where the majority of aspiring senior managers do not have many formal business qualifications and can be persuaded that the 'future leaders', 'accelerated leaders', 'high flyers', or similarly named programme is easily the equivalent of a Masters Degree. Some employers even go so far as to say that they are 'in negotiation' with a business school to 'accredit' the programme. Many describe the successful completion of the programme as a 'graduation', further reinforcing this delusion.

    Some programmes have selection criteria such as completion of psychometric instruments - though there is rarely any evidence that the interpretation of these has any correlation with management progression within the organisation.

    In practice, by hooking someone into the programme, it is a further consideration for them should they be tempted to leave. Individuals will often persuade themselves that having the 'qualification' is worthwhile and will delay leaving until they have finished it. Few other employers are actually impressed as they have their own programmes and know just what a con it is.

    Of course, the carrot can be extended for some time by manipulative managers... The typical process for selling a scheme to an employee begins at their annual performance review and goes something like this:

    At annual formal meeting with manager (M0): "I've decided to put you forward for consideration for the company 'future leaders' programme'."

    Six months later (M6): "I'm delighted to say that, after a little negotiation with HR (as you were just outside the normal criteria), we are able to offer you a place on next year's 'future leaders' programme."

    Six more months (M12): "I realise that a rate of inflation pay increase may not be quite what you expected, but once you have successfully completed the 'future leaders' programme, you will be up for accelerated promotion opportunities."

    Six more months (M18): "I'm getting quite favourable reports of your progress on the 'future leaders' programme', and will be looking for suitable opportunities to use your new skills over the next few months."

    A further six months (M24): "It's a shame your final assignment didn't quite yield the results we all expected. But, once the others have been given a crack of the whip in a new position, I'm sure that a great opportunity will come up for you to create the right impression to the powers that be."

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Friday, November 24, 2006

    Management Insult 3: Due Diligence


    For a while now, I've been building a series of definitions of 'management-speak' terms that insult human intelligence. One day I might even find a publisher and release them as a dictionary, but for now, I thought I'd share a few of them from time to time. I make no apologies for these being slightly tongue in cheek. My argument is that for a leader to be effective they need to be grounded in the real world and not delude themselves through their use of obfuscating language.


    Due Diligence

    A term that appeared in the popular press in the late 1990s to describe the investigative process that a business ought to go through prior to the acquisition of another business. Quickly began to drip from the lips of just about every 'knowledge worker' (qv) whenever they were doing a minor bit of research before making a decision - regardless of the situation.

    May be used passive aggressively to accuse someone of having failed to do their homework: "Surely that would have emerged when you did due diligence?"

    Similarly, a passive aggressive use of the term, to put down someone's excitement at being offered a great new job: "Well I suppose that you have done your due diligence and are comfortable with them as potential employers?"

    Also used to make others aware of how you are now in the BIG league: "Of course, we had to peform due diligence, but once that was through we leapt at the opportunity." Which, roughly translated means: "It was an incredible opportunity, well beyond anything I would normally encounter, but I wanted to look cool before leaping at it."

    The mysterious findings can be used to cover up for our own risk aversion: "Well, some things seem too good to be true, and when the results of our due diligence process were considered we could see that this was one of those where it simply wasn't true!" Which also means: "It was something way out of my league, and it terrified me, so I wanted a good reason to delay and then give me a way of explaining that I was not going to do anything about it."


    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Monday, November 20, 2006

    Management Insults 2: "Pro Bono"


    For a while now, I've been building a series of definitions of 'management-speak' terms that insult human intelligence. One day I might even find a publisher and release them as a dictionary, but for now, I thought I'd share a few of them from time to time. I make no apologies for these being slightly tongue in cheek. My argument is that for a leader to be effective they need to be grounded in the real world and not delude themselves through their use of obfuscating language.
    Pro Bono

    A term of exceptional arrogance and condescension, used by people who think they are being very generous by giving a tiny amount of their time to a 'good cause' and want everyone to know how much it has cost them.

    Increasingly heard from the lips of management consultants (and other 'knowledge workers'), and even reproduced in their literature, as part of the selling process, as in: "We encourage our staff to offer some of their time pro bono to worthy causes." Employed as a way of differentiating them from their competitors.

    Patronisingly assumes that their gems of wisdom are to be valued above the contributions of full-time staff and those of highly committed, but less conceited, volunteers who have given their time unlauded for many years.

    Best wishes


    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Management Insult 1: "Intellectual Property"



    For a while now, I've been building a series of definitions of 'management-speak' terms that insult human intelligence. One day I might even find a publisher and release them as a dictionary, but for now, I thought I'd share a few of them from time to time. I make no apologies for these being slightly tongue in cheek. My argument is that for a leader to be effective they need to be grounded in the real world and not delude themselves through their use of obfuscating language.

    Intellectual Property (especially when abbreviated to IP)

    Used to refer to an idea that someone had, that they think is very clever, and would like everyone to know they had. Generally fall into three types;

  • An idea that was so blindingly obvious that lots of people will have already had it.
  • An idea that is simply a regurgitation of age-old wisdom.
  • 'Ideas' that are just ways of simplifying something.

  • Generally used by 'knowledge workers' to justify ludicrous fees or to bolster their own poor self-esteem.



    Best wishes





    GRAHAM WILSON

    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Friday, November 03, 2006

    Spiritual blessings, civil registrations and wedding celebrations

    October and November are the busiest time of year for one of my areas of work - performing wedding bleesings. Not the blessings themselves - the peak for those is from May to September - but around now couples make contact and we begin the preparation process.

    There's a lot of confusion about peoples' options in weddings and I get asked a lot of similar questions. Although my website (www.inter-faith.net) tries to answer these, I thought it might help to explain a little more and post this here where a few more people can find it.

    In the UK, the only people who can legally register a marriage are a Civil Registrar or Anglican Priest. Some other Christian churches and other Faiths, which are referred to in the UK as "non-conformist" have someone from their congregation who trains as an "authorised person" and is licensed in a limited capacity to perform the Registration following a spiritual blessing in their particular place of worship.

    It is important to separate in your mind the process of registering the marriage in the eyes of the law (which provides various legal benefits, not the least of which is a protocol for dealing with a person's affairs when they die and to give rights to both parties if they divorce), from the wedding blessing which is a ceremony in which the blessing of God (however God is defined) is sought on the relationship.

    There is no specific qualification to perform a spiritual blessing ceremony. Fairly obviously, each Church and each Faith group has its own 'rules' as to who can perform them on their own premises and seek the blessing of their particular definition of God. In the Roman Catholic church, for example, this would be the local Parish priest and his seniors but probably not his peers unless they had special permission to do so.

    Many denominations believe that while God can communicate with anyone, the Priest has a particular role as 'interlocutor' - interpreting and channelling God's will to the lay-person. (Only a few groups explicitly disagree with this philosophy - the Quakers being the most well known.) This is why, in most churches, only a Priest is considered 'qualified' to perform a blessing ceremony. I personally, feel considerable affinity with the Quakers in this respect - I cannot see why there needs to be someone between anyone and their sense of Spirit or God.

    What is my qualification to perform spiritual blessing ceremonies? I trained five years ago as an Interfaith Minister, through what was then called the New Seminary, based in Oxford. It has subsequently been renamed the Interfaith Seminary and relocated to London. Our training lasted two years, in the first of which we study comparative theology (ie look at the different major Faiths (Christianity, Islam, Buddhism, etc)) and then in the second year we focus on three dimensions of public service - spiritual counselling, celebration (incl weddings) and social change.

    The idea behind 'interfaith' in the wedding context, is that over 90% of the population say they believe in something 'spiritual' (generally meaning a God of some kind), but 87% of them don't feel that they belong in a particular church or Faith group. Our job is to help them find a way of expressing what they DO believe in, and a celebration that allows them to seek spiritual support in their relationship and that allows their friends and families (who probably have a range of different beliefs too) to draw on their own sense of Spirit as well to bless the couple.

    Because a spiritual blessing has no legal content, it can take any form. Most churches and Faith groups have an established "traditional" ceremony, that most couples will have performed for them. Clearly, a church that has carefully defined beliefs, and an established way of doing things, that reflect their particular concept of God, are not going to simply let anyone come in and have a blessing. Besides, if you didn't believe in their structure, why would you want to, and why would a civil registration not be sufficient?

    On the other hand, an inter-faith blessing has no prescribed format, no rules over what can and can't be done, and no constraints over where it can be performed. In preparing a ceremony with a couple, I spend as much time as necessary getting to understand their beliefs and their needs (especially in a spiritual sense) and then helping them to find a creative way of enabling them to express them. We look at the kinds of people that will be among their guests and try to identify ways of allowing these people to be grounded, to prepare themselves to seek spiritual guidance, and to channel that towards the couple for the future.

    I hope that's a helpful explanation, but am always happy to answer any specifics anyone has.

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    How you can do a little bit for charity, without spending a penny (more)

    Not a lot of people know this, but... there's a market out there for used postage stamps. All kinds of stamps get sold by the kilo. There are a number of charities that trade in them too. Their supporters collect used stamps, carefully cutting a 1/4 inch all round, and then send them to the charity. Dealers then buy the stamps by the kilo. The rate they pay depends on the credibility of the charity - for ensuring that the stamps don't have 1/2 inch around them, and for separating them into definitives and commemorative stamps. Fairly obviously the latter command a much higher price as they are generally available for a shorter time and therefore rarer.

    While you can't force your friends, relatives and business clients to collect them, someone somewhere might do, so the more commemoratives in circulation at any time the more money can trickle back to a charity.

    So, next time you are buying loose stamps, why not simply ask for commemoratives rather than the standard plain old ones? If you are doing a mailshot (such as a Christmas card) how about using special stamps then?

    Those of you into marketing, might like to know that people tend to examine post that carries a commemorative stamp longer than they do letters with regular stamps.

    And how's this for a clever little trick - get a calendar from the Post Office with the dates of release of those commemoratives and time your mailshot to that day... Then take the letters to one of the designated special 'philatelic' post offices and they will post them with a posh "First Day of Issue" franking mark! Guaranteed to get a better response than just a blanket shot, sent any old day, with a crummy second class stamp on it!

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Thursday, November 02, 2006

    The Royal Mail Online Postage Scam

    Last month, I had some parcels I needed to send. It was Saturday afternoon and, while the High Street was abuzz with keen shoppers thronging to the doors of countless retailers, the Post Office was closed. I was off on holiday on Sunday evening, and a neighbour kindly offered to drop them off at the Post Office, but I felt it was too much to ask him to get them franked etc.

    "No worries" I thought. The Post Office has recently launched an online postage buying facility, called "Smart Stamp" - I heard about it on Radio 4. So I head home, make a coffee and get the laptop up and running. I browse the Royal Mail site, and find two links to their online service. Clicking one, I'm led to a registration space. Essentially, I have to register (for a fee), then pay a deposit, then give my credit card details and commit to buying stamps this way for six months. Desperate, I go through the process and 10 minutes later I am taken to a link that allows me to download the necessary software. I begin to do this, only to have the internet connection fail several times on me. An hour later, the software is downloaded and I begin to install it. After a couple more minutes a pop-up appears to tell me that this software has been 'upgraded' and I have to wait for the necessary CD to arrive by post before I can use the service.

    Now, I don't personally consider that an acceptable approach: it took ages, didn't work, and involved a ridiculous commitment.

    As I backed out of the webspace, I noticed that the second link on the website led to a differently named product - "Online Postage". Even more desperate by now, I followed this route. It too required credit card details, but this time there was no fee to use the service, no software to download, and no deposit required. A half hour later my parcels were all labelled and ready to drop off with my neighbour who had kindly said he'd hand them over at the Post Office on Monday. The only downside of the service was that it didn't make it clear that you could hold on to a stamp until you were clear it had printed properly - and unfortunately, I had to pay twice for one of the parcels.

    Now, I got back home after my holiday and decided to ask for my money back on the first fiasco. It took two calls to find the right office, but the staff there were sympathetic and provided that I wrote in and grovelled they would do what they could. (Hmm?! So much for the Lands End "Guaranteed Period" approach or even your statutory rights.) When I queried this seemingly un-customer friendly approach, I was told it was to counter fraud. I appreciate that the Post Office does suffer from a lot of fraud. But is my paltry £5 deposit really that big a risk? Ah well. Eventually, two weeks later a credit has appeared in my bank account for the £25 fee. Not, mark you, for the £5 deposit on postage. That is lost and gone forever!

    Back in the 1980s, Tom Peters and many others reported how organisations who REALLY took customer service seriously thrived, while those that didn't floundered. Well perhaps now I see why the Post Office gets such bad press and why Adam Crozier is always on the radio defending the institution! Sadly, I suspect that Peters and co were a little optimistic if they thought that consumer-choice would determine organisational success or longevity.

    Best wishes



    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping Organisations & People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org; inter-faith.net

    Wednesday, November 01, 2006

    Angry young men

    Why are some people SO angry with the world around them? Was their childhood and adolescence SO cruel? Were they really SO misunderstood? Did they really feel SO unloved? And why anger? Is their emotional vocabulary so limited? Do they have no 'grey' scale? Is this why angry young men seem to become incredibly young fathers?

    The answer, so the psychotherapist in me says, is "yes" to most of those in a way. A parent doesn't have to be an alcoholic, negligent, cruel, or abusive. The parents don't have to have had a messy divorce. And the child doesn't have to have been neglected along the way. What is important is how the child as it grows up perceives its relationship to the world around it.

    If they don't feel that they experienced many different kinds of emotion; if they only witnessed the 'volatile' side of their parents' relationship (and not the loving one) and so on, then it isn't surprising that they become polarised in their responses.

    They know their violence or anger is extreme; they know that other people don't entirely approve of how they respond; but largely they don't have the repertoire or the skills to handle a situation that provokes them differently.

    We now know that the human brain is still maturing well into the 20s. This explains why Erikson and others recognised a stage of development (still not full adulthood) until a person was well into their 20s.

    I was speaking at a leadership conference a few days ago and described the coping strategies that we use in day-to-day life. The other name for these is defence mechanisms. On the one hand they are ways of us protecting our ego from attack. In another, they are ways of stopping ourselves from expressing extreme sexual and aggressive needs in situations that wouldn't be socially acceptable. Among the most common ones are:
    • Denial - the conscious refusal to accept the reality of our behaviour
    • Repression – pushing unacceptable feelings into our unconscious
    • Projection – attributing our own feelings to other people
    • Displacement – directing responses to others
    • Reaction formation – converting one feeling into another
    • Regression – retreating back to earlier behaviour
    • Rationalisation – inventing reasons
    • Sublimation – converting sexual/aggressive energy into socially valued behaviour

    While "angry young men" are an easily identifiable group, these tendencies are to be found among us all, and therefore, of course, in the world of work. I'll probably post more about this later, but examples include the tendency for some managers to be abrupt with staff, to force excessive targets on individuals, to use performance appraisals as a kind of jousting, to pose sexually with female members of staff, to seek sexual outlets in the workplace, to use agressive/sexual metaphors to describe their work, to make some people redundant when they preserve the roles of others, and so on.

    No answers - an evolving stream of reflection, but let's start by observing what we and others are up to.

    Best wishes




    GRAHAM WILSON
    London + Oxford - 07785 222380
    Helping People Achieve Things They Never Dreamt Were Possible
    grahamwilson.org & inter-faith.net