People--What's Inside

People can perform good and kind deeds--they can love and care and share, they can be giving and help others in need, and they can innovate and create magnificent and beautiful works.
Yet, as we all know, people can also do horrible things. It's strange that when people do such things, we call them inhumane acts--I guess that helps to divorce us from their behavior, which we cannot understand or accept.
In Hebrew School we learned that it's as if there is a good angel over one shoulder telling you to do the "right" thing, and a "bad" angel over the other shoulder telling you to do the base and corrupt thing.
We were told that we all have free choice--to choose good over evil--some succeed and some do not. Unfortunately, there are way too many instances of the latter.
- Last week, I followed in horror the news story out of New York, where an elderly women in an elevator was cornered by a man who proceeded to douse her with gasoline and set her afire with a Molotov cocktail. This woman didn't have a fighting chance. She died a gruesome and senseless death.
- This week, I watched "To Catch a Predator" on Dateline with Chris Hansen. After many sessions airing, it is unbelievable that dozens upon dozens of sexual predators keep coming out of the woodwork and descending upon those who they believe are young teens home alone for what they think will be a "good time." This week, they caught a married man with 3 children of his own, someone who worked for Nickelodeon, and even a doctor!
What is remarkable about the Dateline series is that most of the predators know exactly what they are doing is wrong--they openly acknowledge it--yet they seem helpless to stop or control themselves. Many pursued the children even when they suspected it was a sting operation and they would get caught. The bad angel must really have their ears and consciences!
Of course, these examples are just that--snapshots of scary, bad things that people do every day, every moment in time. The flip side is that there are also good people doing extraordinarily good things too. The "CNN Heroes" series is a great example highlighting people feeding the hungry, sheltering the homeless, healing the sick, and protecting the downtrodden. These are just but some of these admirable and giving actions of decent people in our society.
Sometimes even it's the simple things that no one knows about or sees, but you know you did good. For example, the other day, there was some trash on the staircase going down to the metro. Someone could have easily slid, tripped, and fallen down the stairs. But after seeing numerous people just walk by it and pretend it wasn't even there, one person stopped and took the time to move it and prevent anyone from getting hurt. A simple thing, yet a small good deed in time.
Regardless of how we choose to live our live, the point is really that every choice/action we make can be a pivotal one--like our actions on a scale of justice--that can throw the world (our individual world or literally the entire world) into judgement for good or bad, and therefore we should choose wisely.
In the Torah, where G-d's angels are sent to destroy Sodom and Gomorrah, Abraham tries to negotiate for the cities by whether their are 50, 20, 10 and so on good people there. Good people and their deeds count.
So what's inside people that really counts--it's potential. People have the potential to do the greatest acts of love, kindness, and self-sacrifice. But they also have the ability to do the unthinkable and inhumane.
It's challenging to know who and exactly what we are dealing with every day.
Maybe that's where the expression comes from: to hope for the best, but expect the worst. Judge everyone as if their intentions are good, but don't be too surprised when they are not.
While hope and expectations are part of our daily interaction with others, they are not enough. We need to be demanding of good choices of ourselves. Maybe even harder yet, we need to have the courage and strength to stand up to those who choose to listen to the demons that drive them.
(Source Photo: here)

People--What's Inside

Reading is Love

What an inspiring story this week about Jim Brozina and his daughter Alice Ozma.

Jim's wife left him when Alice was ten years old.

And when Alice started 4th grade, Jim (a retired librarian) made a challenge to his daughter to see how many nights they could read together in row--it was a way for them to spend time together and bond.

Well their "Streak" went on and on--for over 3000 nights--almost 9 years--until Alice's first night at Rutger's University.

Alice majored--of course--in English Literature.

And she wrote a book called "The Reading Promise" about her dad's selfless devotion and love to her, reading every night.

I remember as a kid, the commercials encouraging reading--"Reading is Fundamental".

Now I know that reading is not just fundamental (to learning and growth), but is also a way to love someone.

In the hustle and bustle of the 21st century, how many of us spend the time with our kids--consistently and with the utter devotion that this father did--one chapter a night, every night?

Aside from the lesson of selflessness in this story, I also see in this the message of incremental change and growth--by starting off with just 15 minutes a day and building on this incrementally, Jim and Alice were able to accomplish so much together over the years--in terms of learning and their relationship.

So while, the big blowout moments in life are significant memories for us and very often get a lot of emphasis (i.e. as in "let's make a memory"), the day-to-day consistent building of relationships and learning, can have a truly larger than life impact over the long-term.

On a more personal note, I remember when I was debating going back to school for my MBA (while working full-time during the day), and my dad encouraged me and told me that the years would come and go regardless, but that if I made the commitment, at the end, I would have something valuable to show for it.

I listened to his advice and went to school at night for what seemed like ages for an MBA and then numerous certifications and other learning opportunities, and I am always glad that I did. Dad was right...the years pass regardless, but your hard work pays off. I will always be grateful to him for that advice and support--love comes in many shapes and sizes.

Reading is Love

Technology To Make The Heart Sing

ABC News person of the week, Allyson Townsend--an incredible young woman!

"She meticulously dedicates her time to signing out popular hits like Taylor Swift's "Back to December" in American Sign Language for her 15,350 viewers to enjoy on her YouTube channel, Ally ASL."

Watching her "sing" to people with hearing disabilities is so inspiring; I am deeply moved by her generosity.

Also, I am awed by the use of technology, like YouTube, for such innovative and humanistic purposes.

Here's to Allison and all the other selfless "ordinary people" out there who may never make it onto the news.

They are contributors to society above and beyond.

Technology To Make The Heart Sing

Customer Service Design

I really liked the article in MIT Sloan Management Review (Fall 2010) called “Designing the Soft Side of Customer Service” by Dasu and Chase.

The authors write: “Even in the most mundane [customer] encounters, emotions are lurking under the surface. Your job is to make those feelings positive.”

Wow! That is a pretty powerful statement.

Think about it. How often do you genuinely deliver on that positive experience for your customers versus how often do they come away feeling slighted, taken advantage of, maybe even cheated of the service they know they deserve.

Sometimes of course, there are justifiable reasons why we can’t make a customer happy—maybe the customer is simply being unreasonable or is a knucklehead or maybe even some sort of nutcase. We have to use good judgment when it comes to this.

But often there are other problems that are getting in the way of us delivering on that positive customer experience:

Problem #1: We get caught up in the policies, processes, personalities, and politics of a situation, rather than focusing on the customer and their satisfaction. We forget who our real customers are.

Problem #2: We don’t think like the customer. We don’t genuinely listen to the customer or try to understand where they are coming from or what they even want. We are too busy talking the “company line,” playing defense, or taking an adversarial role. We don’t put ourselves in the other person’s shoes, not even for a minute.

Problem #3: We often don’t put the customer first; we put ourselves first. We are more concerned with not making a mistake, getting into trouble, or maybe don’t want to even work “that hard.” In general, we should, but don’t go the extra mile for the customer, let along deliver on first mile.

The MIT article tells us that we can improve customer experiences by designing-in how we manage the customer’s emotions, trust, and need for control (ETCs), as follows:

• Emotions—have empathy for customers and generate thoughtful interactions that limit negative customer emotions and accentuate positive ones, so that the customer comes away feeling joy, thrill, happiness rather than anger, anxiety and stress.
• Trust—provide consistent performance, a high-level of engagement and follow-up, and clear and open communication. These contribute to building an enduring relationship.
• Control—provide customers with ample information, so they feel “cognitive control” over what is happening to them, and provide customers with the ability to make significant service delivery decisions, so they experience “behavioral control.”

Designing for positive customer ETCs experiences will go a long way to resolving the problems of poor customer service, where we know and stay focused on who our customers are, can think as they do, and seriously deliver on their needs the way you would want your customer needs addressed.

I suppose if I have to sum it up in a couple of words, it’s about being professionally selfless and not selfish in all our customer interactions.

It takes some maturity to get there, but I think it’s why we are here to serve.

Customer Service Design

It’s About More Than Money

Profit is the typical motive of corporations around the world. However, Corporate Social Responsibility (CSR) is becoming more a part of our consciousness as we recognize that life is much more about what we leave behind than how much money we make.

With oil gushing into the Gulf for the last two months now, and doing G-d knows what ultimate damage to our environment, we are reminded that our actions do matter and that we must put our ideals, values, and generosity first and foremost.

Certainly, some companies disregard social responsibility. For example, BP with their slogan of “Beyond Petroleum” and their logo of a helios—a lovely environmentally-friendly green and yellow sunflower—seems to have hidden the true extent of their unsound environmental and safety practices.

In contrast, other companies are getting it right when it comes to CSR. For example, eBay has launched a charitable program called “eBay Giving Works” in which “sellers can commit to donate a percentage of their listing final sale price to the nonprofit of their choice.” Additionally, “shoppers also can donate to a worthy nonprofit at eBay checkout.” According to eBay, more than $150 million has been donated already!

One organization on the eBay charity list is called Save A Child’s Heart (SACH) foundation. According to their website, this Israeli-based charity has performed lifesaving heart surgery on 2000 indigent children in 30 countries around the world and “every 29 hours, we save a child’s life.” They have been certified as Best in America by the Independent Charities of America. Their work is inspirational and the children they save is truly moving. And this is one of many good organizations around the world.

As much as I am repulsed by BP and other such organizations that seem to function with near-complete disregard for fundamental principles of human decency in the name of the “almighty dollar”, I applaud others such as eBay, SACH, and many more that are working to “give back” and do genuine good for people around the world.

Many years ago, when attending Jewish day school, I remember a teacher telling us that “one day when you are on your deathbed, you will look back at what you have done in your life— make sure it’s meaningful and noble (and more than just about money).” I believe this is a valuable lesson personally and professionally.

Perhaps the oil gushing out from the depths of the sea can be a metaphor for charitable giving that can gush out from the hearts of people and organizations. We can counter greed and destruction with selflessness and caring for others.

It’s About More Than Money

Leading In Times of Crisis

“Though I walk through the valley of the shadow of the death, I will fear no evil; for thou art with me; thy rod and thy staff they comfort me.” (Psalm 23-4).

We all go through difficult times—we are all human. What differentiates us is how we react to adversity—some of us will crumble beneath the weight and others will be strengthened by it.

Harvard Business Review (January-February 2010) has an article called “How to Bounce Back from Adversity” by Margolis and Stoltz.

The article defines psychological resilience as “the capacity to respond quickly and constructively in a crisis.” A challenge indeed, when at the depths of the crisis, we feel “paralyzed by fear, anger, confusion, or a tendency to assign blame.”

It is certainly understandable that those suffering under crisis conditions can succumb to feelings of depression, helplessness, and perhaps hopelessness. The vision of all they do have—faith, family, friends, and more—becomes obscured by the darkness of a bad situation, which they cannot seem to see through in those moments. Hence, the saying when there is hope again for “seeing the light at the end of the tunnel.”

The authors define resilient managers as those that can “shift quickly from endlessly dissecting traumatic events to looking forward, determining the best course of action given new realities. They understand the size and scope of the crisis and the levels of control and impact they may have in a bad situation.”

When something bad happens, there is a natural period of shock and despair, which is part of the healing process. If someone doesn’t react to the pain of a situation, there is probably a lot more to worry about, then if they do cry out. But resiliency means that like the analogy with children who fail off a horse, “you get right back up and ride again.” You feel the bruise on your buttocks, but you shake it off and go on to ride on—you go on to fight another day.

Leaders when faced with challenges cannot fail back into their chair and close the door for long, because others are waiting outside for their direction. While we all need to resiliency to persevere, a leader has a special need for resiliency, because others are looking to them for a way forward. The actions of the leader affect not only him/her, but also the people they are charged with. So the trait of resiliency is especially important for leaders.

Demonstrating leadership means quickly moving to “response-oriented thinking—actions to improve, impact, and contain the situation. This is in contrast to “cause-oriented thinking”—which instead focuses on a “woe is me” attitude and asking over and over again “why is this happening?”

Time waits for no one, especially someone in a leadership position. The message of hope for our organizations from leadership is that we “replace negativity with creativity and resourcefulness, and get things done despite real or perceived obstacles.”

Why do leaders have trouble with responding in crisis as well as acting proactively to prevent it?

Certainly, one big issue is the fear of acting or reacting badly. This is the misguided thinking that it is better to do nothing and “be safe”—not make mistakes and not be blamed (i.e. take the heat)—then to do something and be accountable for the results—good or bad.

Difficulty rebounding from crisis can be seen as understandable – rooted in the desire for self-preservation. After all, crisis management takes strong action, and it is easy to take potshots at the leader, and turnover among senior executives tends to be high. Unfortunately, we tend to back away from leaders who make strong and difficult choices, and so we end up with crazy organizations—where just sitting in the chair and not “making a mistake” perpetuates a paycheck. This situation leads to a de-prioritization of the organization’s real needs, which is, to put it mildly, unfortunate.

One lesson that I’ve absorbed from working in law enforcement, is that you do what needs to be done for others first and deal with your own needs later. Law enforcement and first responders in general are the ones who you see running to the scene of trouble, when everyone else is running away. That is real “response-thinking” and I believe it teaches us a lesson about how leaders of any organization can respond to crises and rebound effectively.

Leading In Times of Crisis

Overvaluing the Outsider

Harvard Business Review (HBR), April 2010, has an article entitled “Envy At Work” by Menon and Thompson that describes research that shows that “people want to learn more about ideas that come from other companies than about ideas that originate in their own organizations.”

The reason that we value outside opinions over inside ones is that we fear elevating the person whose opinion we espouse. In other words, if we endorse an idea of a person in the organization, then we risk being seen as not only supporting the idea, but the person, and then having our power potentially being subsumed by that person.

The HBR article states: “When we copy an idea from an outsider, we’re seen as enterprising; when we borrow an idea from a colleague, we mark that person as an intellectual leader.”

This kind of thinking harms the organization. For rather than seeing our colleagues as teammates, we see them as competitors. We work against each other, rather than with each other. We spend our time and energy fighting each other for power, influence, resources, and rewards, instead of teaming to build a bigger pie where everyone benefits.

According to Menon and Thompson, “The dislike of learning from inside rivals has a high organizational price. Employees instead pursue external ideas that cost more both in time (which is often spent reinventing the wheel) and in money (if they hire consultants).”

I’m reminded of the saying, “You can’t be a prophet in your land,” which essentially translates to the idea that no matter how smart you are, people inside your own organization will generally not value your advice. Rather they will prefer to go outside and pay others to tell them the same thing that it cannot bear to hear from its own people.

Funny enough, I remember some consultants telling me a few years ago, “That’s what we get paid for, to tell you what you already know.”

Remember the famous line by Woody Allen, “I wouldn’t want to belong to a club that would have me as a member”? The flip side of this is that as soon as the organization brings you into their club, they have contempt for you because you are now one of them.

How do we understand the capability of some people to overcome their natural tendency toward envy and be open to learning from others inside the organization? More specifically, how do we as leaders create a culture where such learning is facilitated and becomes a normal part of life in the workplace?

One way to start is by benchmarking against other organizations that have been successful at this—“Most Admired Companies” like Goldman Sachs, Apple, Nike, and UPS. When one starts to do this, one sees that it comes down to a combination of self-confidence, lack of ego, putting the employees first, and deep commitment to a set of core values. It may not feel natural to do this at first – in a “dog-eat-dog” world, it is natural to fear losing one’s slice of the pie – but leaders who commit to this model can delegate, recognize, and reward their people without concern that they personally will lose something in the process.

The leader sets the tone, and when the tenor is “all for one and one for all,”— the organization and its people benefit and grow. This is something to be not only admired, but emulated.

Overvaluing the Outsider

Transformation That Can Succeed

Many organizations seek transformation. They are mired in paper even though we as a society have long moved to a digital age. They are organized around silos, despite the revelation that enterprise can function more effectively as one. They are overcome by day-to-day operational issues and are busy fighting fires, instead of focused on long-term strategy and execution. These are just some of the dysfunctions organizations seek to transform from.

But many transformations fail and they do so big time, leaving dispirited employees, disgruntled managers saying I told you so, and organizations hobbled in outmoded processes and legacy technologies, with the rest of the world seemingly passing them by. If they do nothing, they risk becoming obsolete, irrelevant, and a mere artifact of history.

Why do so many transformations fail and how can we help to convert these failures to successes is the topic of a Harvard Business Review (HBR) article titled “Accelerating Corporate Transformations (Don’t Lose Your Nerve)” by Robert H. Miles in January-February 2010.

Here are some of the major hurdles and what we need to do to overcome them:

· Self Interest (or the “I” factor): Those who control the most resources or institutional assets tend to monopolize discussions, trump new ideas, and strong-arm decision-making, thereby reinforcing the status quo” and the security of their own corporate kingdom. I personally think this is one of the most difficult challenges to organizational change, because you have managers (i.e. they are not genuine leaders!) whose self-interest trumps organizational progress. The author calls for compelling all executives to confront reality and work together, but this isn’t a prescriptive answer, rather it is more of a wish. In my opinion, the mandate for change must come from the very top and everyone needs to be held accountable for genuinely helping the organization changes succeed.

· Organizational capacity to change—“In most cases, the day-to-day management process is already operating at full capacity…there isn’t room within the established systems to plan and launch a transformation.” The author calls for a parallel launch with small visible victories. While, small victories are good, this doesn’t really address how the organization can carve out the time, resources and commitment in the face of already stressed people, processes, and systems. I believe that you must make the investment distinct from your regular operations (this is not a collateral duty!) and form a high-level transformation office that reports to the senior executive. The transformation office is elevated from the organizational silos and works horizontally to make change happen. This means that traditional organization boundaries become transparent for process improvement and technology enablement. However, this cannot be a proverbial, ivory tower effort, but it must be well thought out, focused, and inclusive. The transformation office must engage all stakeholders across the organization in visioning, planning, and executing change initiatives.

· Change gridlock—“Workers capacity to execute will become a choke point if the programs are not prioritized and sequenced.” The author calls for limiting change initiatives to 3 or 4. This creates organizational focus. While I agree that you do not want to overwhelm the organization with too much change too fast, I find this somewhat at odds with the authors notion of “launches must be bold and rapid to succeed.” In my mind, it is not the launches that must be bold and rapid, but rather the goals that must be bold and the transformation should be allowed to proceed in a logical sequenced phases so that the organization can achieve learning, proficiency, and sustainability. Last thing we want to do is build a house of cards. At the same time, I don’t believe there is a magic number of initiatives, but rather that this is dependent on the resources available, the size and complexity of the change initiatives, and the organizational readiness and capacity for change.

· Sustaining transformation—“The more intensive and engaging the transformation launch, the harder it is to sustain the heightened levels of energy, focus, and performance.” The author recommends a “launch redux” to continue the transformation. I’m not convinced you need an annual or periodic revival of the initiative, but rather I believe that’s what’s called for is the following: leadership continuity and commitment, the continued development and nurturing of a shared vision of what transformation means, and ongoing performance management and measurement to see the change through. I believe that people will support the change process if they can see that it is purposeful, reasonable, inclusive, and that the commitment is real and sustained.

The truth is that no major and meaningful change in our personal or organizational life is short or easy. If it were fast and easy, it probably wouldn’t be so darn pivotal to our future.

Transformation is a risky, but necessary endeavor. We should not be afraid to make mistakes and learn from these. The greatest change and growth comes from the striving itself. As others have noted, it is the journey—to the destination—that is truly critical.

Transformation That Can Succeed

The Four Noble Truths

Some great Buddhist philosophical insights here for keeping perspective on life and work and remaining personally selfless, detached from transient things, and constantly self-improving (from The Big View).

1. Life means suffering.

To live means to suffer, because the human nature is not perfect and neither is the world we live in. During our lifetime, we inevitably have to endure physical suffering such as pain, sickness, injury, tiredness, old age, and eventually death; and we have to endure psychological suffering like sadness, fear, frustration, disappointment, and depression. Although there are different degrees of suffering and there are also positive experiences in life that we perceive as the opposite of suffering, such as ease, comfort and happiness, life in its totality is imperfect and incomplete, because our world is subject to impermanence. This means we are never able to keep permanently what we strive for, and just as happy moments pass by, we ourselves and our loved ones will pass away one day, too.

2. The origin of suffering is attachment.

The origin of suffering is attachment to transient things and the ignorance thereof. Transient things do not only include the physical objects that surround us, but also ideas, and -in a greater sense- all objects of our perception. Ignorance is the lack of understanding of how our mind is attached to impermanent things. The reasons for suffering are desire, passion, ardour, pursuit of wealth and prestige, striving for fame and popularity, or in short:craving and clinging. Because the objects of our attachment are transient, their loss is inevitable, thus suffering will necessarily follow. Objects of attachment also include the idea of a "self" which is a delusion, because there is no abiding self. What we call "self" is just an imagined entity, and we are merely a part of the ceaseless becoming of the universe.

3. The cessation of suffering is attainable.

The cessation of suffering can be attained through nirodha. Nirodha means the unmaking of sensual craving and conceptual attachment. The third noble truth expresses the idea that suffering can be ended by attaining dispassion. Nirodha extinguishes all forms of clinging and attachment. This means that suffering can be overcome through human activity, simply by removing the cause of suffering. Attaining and perfecting dispassion is a process of many levels that ultimately results in the state of Nirvana. Nirvana means freedom from all worries, troubles, complexes, fabrications and ideas. Nirvana is not comprehensible for those who have not attained it.

4. The path to the cessation of suffering.

There is a path to the end of suffering - a gradual path of self-improvement, which is described more detailed in the Eightfold Path. It is the middle way between the two extremes of excessive self-indulgence (hedonism) and excessive self-mortification (asceticism); and it leads to the end of the cycle of rebirth. The latter quality discerns it from other paths which are merely "wandering on the wheel of becoming", because these do not have a final object. The path to the end of suffering can extend over many lifetimes, throughout which every individual rebirth is subject to karmic conditioning. Craving, ignorance, delusions, and its effects will disappear gradually, as progress is made on the path.

The Four Noble Truths