Showing posts with label Promotion. Show all posts
Showing posts with label Promotion. Show all posts

November 20, 2018

How Does It feel At The Top

A colleague told me something interesting about what it feels like at the top.

He said:
The 360 degree view is good, but it get's windy at times!

I thought this was pretty smart, and one reason that many people opt out of moving into senior and executive positions in their organizations. 

Yes, it's great to be able to lead and have more visibility, influence, and impact. 

But at the same time, this does not come for free or without risks. 

At the top of the pyramid or corporate offices or whatever, there is opportunity. 

Yet, your dealing with other top honchos with strong personalities, egos, and often harsh ways of dealing with others and conflict can be perilous for many. 

My father used to tell me his philosophy:
Better a little less, but you know what you have. 

There is definitely wisdom in those words. 

Maybe as with most things in life, there is a time and place for everything. 

It is great to have the opportunity to lead.

It's also not bad to have a time to follow and contribute in that way. 

What's important is that whatever role your in at the time, that you do it with integrity and passion to do good. 

So how does it feel at the top--sure, it's a nice view, but it can get very windy too. ;-)

(Source Photo: Andy Blumenthal)
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August 24, 2017

Dog Days of Summer


Nice promotion at Whole Foods. 

They take a photo of your Doggie.

People were lining up for it. 

Another lady was there sharing her artist dog portraits. 

They were some pretty impressive pooches. 

Man's best friend is often not another person, but a dog. 

And if you know some of the people out there, it's no wonder. ;-)

(Source Photo: Andy Blumenthal)
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August 7, 2016

Playing The Work Game Can End In More Ways Than One


This game takes working to a whole new level of absurdity. 

It's called "Don't Get Fired!

And it's by a 29-year old South Korean programmer who found a way to vent his own frustration with the crazy working world by making it into a mobile game. 

The goal is to "rise through the ranks of a nameless corporation by performing an endless string of mind-numbing tasks, while avoiding  a long list of fireable offenses."

I did a screenshot here after I passed the interview and did the tasks that the various levels of management told me to by yelling at me with exclamation marks. 

The more exclamation marks means the more yelling and critical the tasks are from the seniors in the organization. 

Here the added stressor is everyone is in "fever mode," because the president is in town, so now you are getting work from everyone and have to manage all the competing priorities. 

See me, the intern in the lower right corner with the work piled up on my desk.

You have to tap furiously on each task to turn them green and eventually make them disappear as completed.

In the game, you basically "get fired again and again in a cycle of humiliation and false hope." 

There are no less than "29 ways to get fired, including opening a box of donuts that doesn't belong to you,...addressing colleagues with the wrong level of formality, or failing to laugh hard enough at the jokes of a company vice president."

One game player said, "sometimes you just have to laugh at the futility of life" or in this case I think he is referring to meaningless work tasks. 

Mind-numbing tasks and yelling in the office are not what decent work life is about.  

It's no wonder that doing meaningful work, being treated with dignity and respect, and having the opportunity to learn and grow are some of the most important aspects of a satisfying job.

Then why get fired, when instead you can get promoted. ;-)

(Source Photo: Andy Blumenthal)
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January 20, 2014

The Starbucks Playbook

I'm in Starbucks and this young lady is drawing one of Starbucks promo signs. 

This one was for the new Starbucks Caramel Flan which is a latte (coffee with a shot of expresso and frothy steamed milk) with whipped cream and generous topping of caramel.

In making the sign, the girl was nervous that she wouldn't do a good job because of her drawing skills, but she was actually doing pretty well.

I learned some interesting things from her that the big picture of the cup of coffee on the sign is actually a magnet--so that just snapped in place and was a big help.

Then as you can see on the left, she is a holding a playbook from Starbucks Corporate that has a miniature version of the sign that she is supposed to draw with instructions. 

So this is her guide and the same used by all the other Starbucks putting up this promo this week. 

From a marketing and branding perspective, this helps keep it tight in terms of the messaging, timing, and look and feel. 

Starbucks leaves nothing to chance with their coffee sales and this methodology of having each store draw the promo by hand but from a playbook makes it both authentic and professional. 

Nice job with the Caramel Flan sign! ;-)

(Source Photo: Andy Blumenthal)
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July 28, 2012

Dress For Success?

This picture is from the train home from work this week. 

This lady took the opportunity to literally sprawl herself out on the train.

She had a rolling briefcase with the arm fully extended.

To which she casually hung her jacket with the collar sloppily up.

She slumped up in the seat, and then took off her shoe and put her foot up on the briefcase.

Then she began curling her toes--back and forth--while she listened to her iPod or iPhone (not sure which it was).

Later she threw her handbag under her seat behind her shoe.

Must've been a tough day for her or is this just her way?

I remember learning from my early days in MBA school that you should always dress at least one level up (or more)--i.e. make yourself look the the part of the job you really want.

If you see yourself in that position and can make others see you in that role too then eventually you'll be the guy or gal!

I've seen people dress up and down in the office--of course, the ones that spend the money and take the time and effort to dress for success, look pretty impressive.

At the same time, the clothing and accessories, while they may help the person look put together--sometimes are nothing more than "lipstick on a pig"--the clothes disguise the true person--and they are not very impressive on the inside.

I've heard some successful people in town preach that how you dress is absolutely critical and they chide others for not straightening their belt and shining their shoes.

This past week, I heard the opposite from someone who said he looks at people in the hot summer weather, and if they are dressed in a "coat and tie," then he writes them off, since they don't have even the basic common sense to dress for the season.  This guy, while himself a boss, was literally in a t-shirt in the office!

I personally always sort of liked the Silicon Valley--high-tech dress code--like Steve Jobs--a black tee (or turtle--too hot for me) with jeans and maybe a relaxed sports coat--comfortable and freeing yet sort of casually-classy.

While some people say that the dress makes the person, I think that what is inside is what really counts--although talking off your shoes on train is not going to win you any promotions or brownie points, for sure. ;-)

(Source Photo: Andy Blumenthal)

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February 8, 2009

Change Agents--Poisoned or promoted?

Let’s fantasize for a moment about what it must be like to be an enterprise architect/change agent.

Here we go.

Our stereotypical organization, let’s call it ABC Company has a talented group of enterprise architects. They have worked hard, built partnerships, learnt the organization and its needs, and have done a remarkable job working with leadership, subject matter experts, and other stakeholders in identifying an accurate baseline, determining a promising target, and have helped the organization navigate a well thought out transition plan. The organization reaches its target—success—and the process continues.

Hooray for the architects. Praise and promotion be upon ABC company’s enterprise architects.

Wait. Not so fast. Let’s back up. Rewind and see what often really happens when architects or anyone else for that matter tries to change the status quo:

R—E—S—I—S—T—A—N—C—E!!

Research shows that change agents are often scorned by their organizations and their peers. In immature organizations that do not embrace constructive change, change agents like enterprise architects are often not looked upon favorably.

Remember what happened to Socrates more than two millennium ago (and countless others innovators, inventors, and thought leaders since)?

Strategy + Business Magazine, Issue 53, has an article called “Stand by Your Change Agent.”

The article states: “research shows that most transformation leaders go unpromoted, unrecognized, and unrewarded. And their companies suffer in the long run.”

In a study of 84 major change initiatives at Fortune 500 companies between 1995 and 2005, “some 70 percent of executives who led these major transformations went unrewarded or were sidelined, fired, or spurred to leave.”

Why are change agents treated adversely?

The research shows that “deep down, a great many people and organizations fear change. People do not like to move out of their comfort zones. Powerful institutional forces help maintain the status quo. In such companies, change simply has no constituency.”

In these change-averse organizations, change agents often “find their efforts impeded, undermined, or rejected outright. Change agents may also suffer from the delusion that others see the urgent need for action just as they do, and may be frustrated to discover how little key stakeholders care about the initiatives and outcomes they hold dear.”

What is the impact to companies that treat their change agents this way?

Both the companies and people suffer. Change initiatives remain unfinished. Investments do not see their payback. Highly talented change agents are lost. And worse, other potential leaders will think many times over before taking on a change effort that “could derail their careers.”

Well, which companies did best with change?

“Companies that scored highest in leadership development and embracing change were most likely to improve performance.”

The lesson is clear: If companies want to grow, mature, and improve performance, then they need leaders who are visionaries and change agents to step up to the plate.

Those organizations that recognize this truth will embrace their change agents—encourage, recognize, reward, promote, and retain them.

Talented and motivated change agents (like enterprise architects) are an organization’s best hope for innovation, energizing creative potential, and long-term organizational success.


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November 1, 2008

“Hodo-Hodo” and Enterprise Architecture

Human capital is one of the most important and overlooked aspects of enterprise architecture.

With all the business process acumen and sleek IT, we can get nothing truly accomplished without the innovation, dedication, finesse, and talent of people!

Unfortunately, people are often poorly understood and mishandled in the workplace and the results can be disastrous for our enterprises and nations.

Japan is a good example of a country where these effects are pronounced.

The Wall Street Journal, 1-2 November 2008 reports on “Slacker Nation? Young Japanese Shun Promotions.”

Generally, one would think that people want to advance themselves professionally and be productive human beings in general. This is sort of a cornerstone of capitalism.

Yet, in Japan now-a-days, “in a country once proud of its success-driven ‘salarymen,’ managers are grappling with a new phenomenon: Many young workers are shunning choice promotions—even forgoing raises—in favor of humdrum jobs with minimal responsibilities.”

Here’s an example:

“the Tokyo Metropolitan Government, a destination for the city’s elite, says only 14% of eligible employees took higher level exams for management positions in 2007—down from 40% three decades ago.”

So enterprises are not understanding generation Y and what they are looking for in the workplace.

Things have gotten so bad that a labor relations lawyer advises companies not to “shock” workers with promotions, but rather to “first see if they’re ready.”

“Employment experts have begun to call these workers hodo-hodo zoku, or the ‘so-so folks.’ They say these workers, mostly in their 20s and early 30s are sapping Japan’s international competitiveness.”

One labor consultant says “They’ll ruin Japan with their lax work ethic.”

Yet although gen Yers are at the center of this trend, apparently this goes beyond being just a generational issue:

“A study this year…found just 3% of Japanese workers says they’re putting their full effort into their jobs.”

So what are organizations missing in understanding and in handling their human capital?

First, organizations need to listen to what people’s needs are and work to satisfy them.

Instead of seeking legal counsel to see “whether they can fire employees who refuse promotions,” they need to make the work and conditions of employment palatable to today’s workforce.

For example, one “24-year old agent at a staffing company recently got promoted to help manage a small group of employees. The new job means a higher salary and a better title. But he isn’t happy about it. Now he often works past 10 p.m. leaving him less time with his girlfriend.”

Aha!

People are human and need work-life balance. A 24 year old with a relationship doesn’t want to work until 10:00 every night. That’s really hard to understand isn’t it? (sarcasm here)

Here’s another reason:

Japan has suffered “economic woes during the long slump in the 1990s and early 2000s…young workers saw older generations throw themselves into their work, only to face job and pay cuts as companies restructured. Now young people are cautious about giving too much of themselves—even if it mean less money or prestige.”

A 2nd Aha—not really:

If people are not rewarded for their hard work and dedication they are not motivated to perform. Companies that used to provide lifetime employment and/or substantial salary raises for managerial positions, no longer are providing these.

To me, the big Aha’s here are not the cause-effect reactions of workers to organizations that do not reward their efforts, promote work-life balance, or demonstrate commitment to match the dedication of their people, but rather the surprise is that enterprises are continue to overlook their most valuable asset in their enterprise architecture—which is of course, their people!

Enterprise architects need to work with their Chief Human Capital Officers (CHCOs)/HR divisions to better understand and address the needs of the workforce so that the organization can recruit, hire and retain a stable and talented workforce. This will support the business now and into the future.

The enterprise architects’ unique role in this area is to

--capture information (profiles/models/inventories regarding human capital) and trends—point out gaps or other issues between current and future capabilities

--align investment decisions to business requirements—in this case, investments in human capital

If we don’t address the human capital perspective of the architecture, no business or technology plans can succeed.


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