About "Purpose"

 One of the most important things we should focus on each and every day is our "purpose" for being that day. I'm not talking about goals or objectives for that day, I'm talking about a deep down reason for being. I stumbled across this concept as I taught business development and entrepreneurship for many years. In essence, I would be discussing why a certain business actually exists. Of course, many of you and many of my students would argue that it was to make money! But, I often refuted that after realizing that if life was all about just making money, then we were really only satisfying the most fundamental needs of safety and security, and not really enjoying love, belonging, achievement, "making a difference", etc! All of these are on the higher order of Maslow's hierarchy of needs. What I am really talking about here is our true "mission" each and every day. How can we really impact those around us in a meaningful way while truly enjoying our contributions in life? Consider the old adage that "if you love what you do, you never work a day in your life". Too often we are chasing the dream, and not enjoying our daily impact. This becomes even more important when we realize that the one thing we can never get back once expended is time-therefore, yesterday is gone (with good experiences and memories hopefully); and tomorrow is never guaranteed. So, what's left is today and the moment, and what we do with that moment from a purpose perspective. Think about it, won't you!

On Humility

Humility! I was recently teaching one of my graduate business courses, and as is my normal custom, I ask the students if they have any questions about me, my experience, etc during one of our first sessions. I usually field a myriad of questions which I never have an issue answering or addressing, but I must admit that I was taken a bit by surprise of a really tough question that caused me to pause-now, as you read this, you may think....that's not such a tough question! But, trust me, this one caused me to really pause and think about the student's question as he was very serious and seeking the guidance...so, the questions was: In one word, what has been your biggest learning in becoming a great leader, and/or what is the one word of advice you would share with someone who is seeking to become a really effective and positive leader? ONE WORD!

Let me share that I pride myself on being very thoughtful and quick on my feet so to speak whenever I am in front of a group of people presenting, teaching, etc. And, here I was putting my brain into overdrive (it really hurt :-)), trying to go back over my entire career; my trials and tribulations; my successes and failures; and all by trying not to be flip or cavalier with my response. Voila! It occurred to me, and has since caused me to reflect on my answer over and over again, only to realize that it was probably the best, most truthful and impactful answer I could have provided-my answer was HUMILITY!

Subsequent to the interchange, I really began to reflect on this and have  come to realize that this is a very important aspect for any/all kinds of leaders to learn and master; and, the only way to truly "master" humility is to actually surrender to it and become humble (not just say it or feel it). As I reflected on ways that this was imparted to me, I went back and looked at the seminal book by Jim Collins called "Good to Great" (read it if you never have); what became obvious to me in the research that was done for highly effective leaders and their quest/success in bringing organizations from "good" to "great" as Collins defined it, was an underlying quality called humility-I honestly can't recall if he actually pointed this out in the book/research, or it was an undertone that I grasped in my reading. Regardless, many of these leaders were not your household names; and many came up through the ranks in their organization and were well respected by all in the organization. Understated, non-bombastic, decisive, but HUMBLE in their interactions, decisions and leadership.

So, I truly thank that student for causing me to reflect so hard on this key element for being an effective leader, and more importantly a truly effective, positive and genuine person. My reflections on this key quality continues, and I must admit that it is not an easy quality to assimilate....Be humble in all you do and with all who interact with each and every day.....

Humble as defined in the dictionary: not proud or arrogant; modest
Humility as defined in the dictionary: the quality or condition of being humble; modest opinion or estimate of one's own importance, rank, etc.

Writing a Good Lit Review for a Research Proposal

Often, I am asked how to construct or write a good literature review for some research initiative. Many people get flustered, confused and go awry because the ultimate objective remains unclear. Remember, the ultimate objective of a good lit review is to help the reader understand what substantive and scholarly literature supports and reinforces the premise that is being examined. Some may call it “standing on the shoulders of those who have come before”. 

There are typically two approaches to a good lit review: first is a brief description (maybe several paragraphs) that describes the article and how it applies to the research question; a second approach is the development of a story that supports the research question using the literature to bolster the argument for the research itself. Each approach will work, but remember, the underlying premise is to support the research question that is being posed (not a book report like we used to do when in grade school). The research article/source should be evaluated in the context of the research question/problem (that is critical thinking at the master’s level).

 

The other main dilemma is what constitutes scholarly research articles/sources. The types of sources that are NOT scholarly for supporting the research question in a literature review are: newspaper/magazine articles; company web sites; non-supportable web sites (like wiki, et al); books that do not have an underlying research premise (i.e. Good to Great by Jim Collins has a substantive research base and methodology defined in the book which makes it scholarly; others that just posit some premise without underlying research is NOT considered scholarly). 

Scholarly sources can be found in online databases, libraries, etc., and are typically characterized by being peer reviewed, overtly state a research methodology, and/or are published in credible peer reviewed journals, etc. (although Harvard Business Review is not necessarily peer reviewed, it is considered scholarly because it usually contains the methodology, results and findings and are articles published by recognizable scholars). Ask yourself these questions: Is this a credible source? Is the methodology evident and understandable? Is the author recognized as a credible scholarly source? Where did I get this source - web site, book, article in a magazine, or an article in a peer reviewed scholarly journal? If in doubt, one should question whether it is a good scholarly source.

 

One other note is that we often look for research which just supports our underlying research premise (although we want to park our bias, we are human beings and that bias remains). Good lit reviews look at some sources which potentially refute or are contrary to our underlying premise. This way we look at the research from multiple perspectives providing some additional credibility and validity to our work. 

A final note is on academic integrity: you MUST ALWAYS cite your source if you borrow the idea presented OR directly quote-in both cases, one must cite the source in text using APA standards (i.e. author, year in parens at the end of the summation or direct quote; and, place it properly in the reference list at the end of the paper). 

Hope this helps.

An Organizational Universe Model

Attending a recent CEO round-table, one of the CEO's suggested that "change" is the new constant in business. As I reflected on this comment, it occurred to me that he was spot on! Consider the velocity and quantity of information that we have to digest and act upon each every day (probably more like hourly or by the minute).

With this in mind and in conjunction with two other research partners, we conducted a conceptual meta-analysis for an organization's quest of optimal team performance in this rapidly paced global business environment. Our research paper entitled "A Conceptual Meta-Analysis towards high performing organizational constructs: An Organizational Universe Model" was published this March in the Journal of International and Strategic Studies. Here are some data points for consideration based on our research....

Every organization.....

• establishes its vision, etc around the quest for sustainable success (the SUN in our model)......
• has a "force field" comprised of its organizational culture and communication, similar to the gravitational pull associated with our planets.....
• possesses a number of planets in quest of those sustainable positive results: in our model these include...

the leadership, 

the followers, 

the espoused values & beliefs (have you uncovered that we consider the org culture a force field while viewing the "espoused" aspects as a planet....)

the team constructs within, &

the goals and objectives.

At this point you may be wondering or thinking, "who cares"????? Our contention is that every organization needs to care because, each of these aspects are crucial as to their optimal alignment in response to that continual constant called "change", lest they remain stagnant and unable to proactively adapt.....organizations that recognize this are far more "functionally mature" and ultimately more successful which we will bring forth in  coming research on this topic. Meanwhile, care to take a peek at our model? Here it is; simplistic in nature with depth requiring further exploration.....

Constant change breeds the need for contextual organizational intelligence to be successful!

Reputation! Reputation! Oh my Digital Reputation!

Cassio in William Shakespeare’s play Othello intones: “Reputation, reputation, reputation! Oh, I have lost my reputation! I have lost the immortal part of myself, and what remains is bestial”. (Shakespeare, 1603)

How important is your individual or organizational reputation? This is a common dilemma facing many individuals and businesses in our new and evolving digital economy. My research partner, Dick and I just got finished publishing some research on just this topic and it was eye opening! Cottage industries are popping up just to help organization's manage this for their businesses; individuals are spending countless hours, sleepless nights and money just to remove disparaging or negatively impactful digital footprints related to their digital identity; and individuals and businesses alike continue to perpetuate their digital personae without strategically thinking about the downstream impacts and effects on "reputation".. So, why should you care and why does this matter?

Time for reflection.....

How many digital sites have you visited this past week?
How many accounts and passwords are you juggling?
When was the last time you did some searches on your identity (or your business)? How about sites that might just mention you in some way?
What kind of information have you posted on Facebook, Linkedin, Twitter, Instagram, etc etc?
How many bank accounts, credit cards, etc are you accessing via your Mobile devices (and how frequently)?
What kind of information have you shared via messages, emails over the past few days (anything you might want reconsider)?

But, what can we or should we do about this?

For businesses and organizations, it's time to start placing digital reputation as a "key" organizational strategic element, instead of some kind of tactical remediation event; put digital reputation management as key initiative and develop proactive plans to proactively manage it!

For individuals, begin to think before you "click"-is it really necessary for everyone to know your home is empty while your vacationing? or, where you're currently partying? (I guess that's an individual choice, but one worthy of some reflection and consideration).

More to come, but wanted to share some of these thoughts and outcomes from our research to date!

Victim or Victor!

I had the pleasure of speaking with a  colleague this past week who is a female senior executive for a major Fortune 500 company, and she also teaches in graduate programs. We were discussing the key aspects of "accountability". Many of our students struggle with what real accountability means whether it is in our personal, professional or academic ventures. Without revealing too much, suffice it to say that my friend had countless obstacles in her path including less than acceptable relationships, financial struggles and of course, the daily challenge of finding enough time for her job, family and other commitments. Many of my students and clients struggle with these similar types of obstacles as well. So, who really can change the rules?

I contend that the only thing we have at our disposal is the ability to change the rules! The things that are going to happen, will! Therefore, we must adapt, be flexible and be true to ourselves, those we care about and those we have accountability to! It is about how we react; this is where the victim and victor come into play! I like to believe that it truly comes down to us; I believe we look in the mirror and reflect on whether we have done everything we could; exhausted all alternatives; and, made the best out of every situation (or do we fall back on; "why is this happening to me?").

This brings me to one of the best poems that I continually reflect upon and share with many people with whom I interact.....written many years ago (author is somewhat in question), I though I might share it here for those that may be interested....what does your guy (or gal) in the glass have to say??

The Man in the Glass

When you get what you want in your struggle for self
and the world makes you king for a day,
Just go to a mirror and look at yourself,
and see what THAT man has to say.

For it isn’t your father or mother or wife
Whose judgement upon you must pass.
The fellow whose verdict counts most in your life
Is the one staring back from the glass.

Some people may think you’re a straight shootin’ chum
And call you a wonderful guy,
But the man in the glass says you’re only a bum
If you can’t look him straight in the eye.

He’s the fellow to please, never mind all the rest,
For he’s with you clear up to the end.
And you’ve passed your most dangerous difficult test
If the man in the glass is your friend.

You may fool the whole world down the pathway of years,
And get pats on the back as you pass,
But your final reward will be heartaches and tears
If you’ve cheated the man in the glass.

Author Unknown (or unclear)

OH! Those Annoying Run-on Meetings!

I had the opportunity to sit in on one of those annoying run-on meetings recently, and decided to blog about something that is near and dear to my heart; having effective, efficient and time sensitive meetings! You know the run-on meetings I'm referring to; it's the ones that bring people together to speak about a supposed issue, topic, event, etc, but wind up speaking and discussing everything under the sun; instead of that one hour, they seem to go on indefinitely. It's what I like to call "boiling the ocean"!

Why can't we just have a simple meeting that speaks to the issue at hand, with only those stakeholders directly involved, and then get on with our business....It is possible if the person setting up the meeting does so in an effective manner. Here are some points I've taken away from various leadership sessions, sales learning, etc. Try using the 3-C method which calls for clear articulation of the core for the meeting; the contributions everyone is expected to bring to the meeting; and the commitments that everyone is expected to take away from the meeting. If someone does not have a contribution or is not willing to make a commitment for a take-away, why are they there?? That can handle those "hanger oners" that just like to pass the time in meetings (and probably drags them down with their own agenda or topics they want to address).

Think about this like having a phone call with whomever you are inviting to the meeting. If they were to ask what is the meeting all about, just tell them the main focus (the core); suggest what you will be providing and what you'd like them to provide in the meeting (the contributions), and then what some of the commitments you'd like to walk away with from each of you (the commitment). It doesn't have to be onerous; just simple and to the point.

So, I'm sure you're asking, "What about other issues that arise"? Sure, other issues and topics may (and probably will) arise, but suggest a "parking lot" and collect those topics for a future session just focused on one them specifically! Believe it or not, this may be more efficient and effective for everyone involved. And, this approach could also be used for those multi-hour (or day long) planning meetings-just chunk them up into palatable topics that last something like an hour each and which each of their own core, contribution and commitment (after all, what is our attention span anyway?).

All I am suggesting here is that we use our time effectively; ensure that those who are involved are the ones who are participating; and keeping our attention level focused on the issue/topic at hand. This may also cull out some of those folks who are just "pretending" to contribute and make a difference-stay tuned for one of my blogs on the various participants for these types of meetings (I'm sure you'll recognize a few in some of your organizations, clubs, etc). Oops, gotta go-off to a meeting.....(sure hope it has the three C's because I haven't seen them yet).....