Remember These People During Christmas

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When to Disobey the Boss-MSN Money

Recently, the manager of an Abercrombie & Fitch store in Virginia Beach decided to keep, what some deemed, risqué photos of models hung up on his store walls even though local police told him to take the pictures down.

Why didn’t he listen to the cops? Because the manager’s corporate bosses asked him to display the photos.

Read the rest of the article: http://msn.careerbuilder.com/Article/MSN-1318-Workplace-Issues-When-to-Disobey-the-Boss/?sc_extcmp=JS_1318_msnbc&SiteId=cbmsnbc41318&ArticleID=1318&gt1=23000&cbRecursionCnt=1&cbsid=3486fbd78ef44ec69f7f5a0248adb957-314377224-x2-6

Supreme Court to Rule on Text Privacy-Washington Post

The Supreme Court will decide whether employees have a reasonable expectation of privacy for the text messages they send on devices owned by their employers.

The case the court accepted Monday involves public employees, but a broadly written decision could hold a blueprint for private-workplace rules in a world in which communication via computers, e-mail and text messages plays a very large role.

Read the Entire Article: http://www.washingtonpost.com/wp-dyn/content/article/2009/12/14/AR2009121403689.html

Business Week: The Year in Innovation

In 2009 the world was no longer flat; much of it was flat broke. Deflated by slumping sales and income, companies roundly did what innovation consultants say they never should—they cut spending on research and development. The U.S. drug industry, historically one of the most lavish spenders on research and development, announced the elimination of a record 69,000 jobs this year, up 60% from 2008. At many companies, quick hits and line extensions replaced more costly, though potentially more rewarding, investments in game-changing inventions.

Still, creativity lives on. Among fresh or fringe approaches that became mainstream tools in 2009: trickle-up innovation, design thinking, and open innovation. And while innovation may no longer be the golden goose it was in flusher times, the penny-pinching has forced companies to break some bad habits—such as wantonly pursuing every new idea—which could help them roll out new money-making products and services as the recession eases and an economic recovery takes hold.

Read the Entire Article: http://www.businessweek.com/innovate/content/dec2009/id20091216_670846.htm

Is Optimism Undermining America? -From Psychology Today

Optimism has never had a good name, at least among the intellectually elite. We actually know when the word “optimism” entered common parlance — with the publication of Voltaire’s (1759) Candide and the embodiment of foolish optimism in the annoying character Dr. Pangloss.

Empirical research over the past few decades showing that optimism has many benefits—for achievement, social relationships, and health—is therefore interesting and important (Peterson, 2000). Studies of optimism helped usher in the field of positive psychology by demonstrating the importance of “positive” constructs above-and-beyond the absence of “negative” constructs.

Read the rest of the article at: http://www.psychologytoday.com/blog/the-good-life/200912/is-optimism-undermining-america

Team Members Say Temperature in Office Affects Productivity

One-third of workers say office temperature affects their productivity
As winter sets in across the country and companies turn up the heat, they may need to readjust the thermostat to keep their workers productive.

According to a new CareerBuilder survey, when asked if the temperature at work affected their ability to get work done, more than one-in-five (22 percent) workers said that a too hot work environment made it difficult to concentrate. Eleven percent of workers said the same about a too cold work place.

Overall, more than a quarter (27 percent) of workers describe the temperature at their work place as too hot. On the flip side, 19 percent reported that the temperature was too cold, while 54 percent said it was just right.

Differing opinions on what is too hot or too cold for the office can sometimes cause conflict among cubicle mates. In fact, 10 percent of workers said they have fought with a co-worker over the office temperature. Worker disputes over temperature aren’t the only thing affecting work place climate; the economy is also playing a part. In an effort to save money, nearly one-in-five (19 percent) workers feel that their company has turned down the office temperature this year.

There are many factors that can affect work place productivity, said Rosemary Haefner, vice president of human resources for CareerBuilder. Everything from morale, burnout, and as our survey finds, temperature, can have an impact on workers’ ability to get their work done. If temperature is a concern, workers and employers can easily work together to find common ground so productivity does not suffer.

Source: CareerBuilder.com.

Self Control, Discipline and Regulation

The best definition of self control is resisting the urges to act and speak when not appropriate. This is about holding your emotions, your tongue and desire to behave when you know it is inappropriate or even when you have doubt on the appropriateness of the behavior.

One of the most important concepts for leaders to embrace is that of hot buttons. We all have them. They come in a lot of shapes, sizes and colors. Some even have the names of people attached to them. A hot button is any event, issue, subject, situation or person that will evoke a negative, sarcastic or edgy response from you. A person or event pushes the hot button and you react in an adverse manner.

A critical point about hot buttons is the transfer of power that occurs when pushed and a reaction occurs. The button pusher gains power and situational control when you react. You lose power by reacting to your button being pushed. They win. You lose.

Related to this phenomenon is the learning that occurs by the button pusher. Whoever pushed your button and you reacted will remember this event and return to that newly learned skill again and again. Those of us that are parents understand this circle well.

An effective leader must identify their personal hot buttons and do everything possible to not react when those buttons are pushed. That includes avoiding situations and people that push buttons and confronting button pushers directly and tell them to cease pressing your buttons. Remember, we condition others that button pushing is effective and we can also begin the process of reconditioning them to cease pressing.

One of the most common occurrences in management, leadership and supervision is over-emotionalism. Often labeled with the highly scientific and technical term of crack pot. Effective leadership and over-emotionalism do not work. A leader must be calm and cool in all situations and events and be level-headed in all interactions.

A crack pot leader will fly off the handle and become angry when things do not go his or her way. They often blame that on being passionate about their job but in reality these type of bosses are alienating their followers. They will reduce their approachability and actually have their team avoid any contact out of the fear of an angry reaction. When upset by an event or circumstances, you know it and deal with it by going for a walk, workout, take some time off or get some coffee. Anything to blow off your steam except to interact with your team.

When angry or disappointed it is also important to resist the urge to vent unless to a trusted friend, peer level leader or family member. Venting to a team member is never appropriate and credibility may be lost when venting to your boss.

Another symptom of the crack pot type leader is pouting. Hiding in the office. Avoiding all contact. Sullen and unapproachable. Often occurs when things don’t go quite right or when a leader has suffered a set back. Remember, your team looks to you for tone, optimism and hope and if you pout, you are telling them that things must really be bad.

As a sub-type of the crack pot type leader is the Chicken Little. You remember from either the childhood story or the Disney movie, Chicken Little is the predictor of the sky falling. Chicken Little predicts doom and gloom at every opportunity. As with the character, a leader that loses his or her calm when times are difficult will lose credibility.

Our team members look to us for calm and optimism in time of difficulty. They do not want a leader that commiserates and sees only the negative. They desperately want their leaders to pick them up and pull them through the difficulties.

The concept that we most often teach and coach is battlefield cool. This important leadership skill comes from the American civil war when the government forces under the direction of U. S. Grant camped a little too close to their Confederate adversaries. One particular morning, the command tent of General Grant was overwhelmed with cannon fire. The scene was chaotic and confusing. General Grant’s primary aide was decapitated.

General Grant’s response? To make a pot of coffee. He responded to the most hectic and desperate events by making coffee. When asked about this, he indicated there was plenty of time to withdraw and he was not going to be shaken by immediate events.

His troops response? To rally behind his battlefield calm and rout the Confederates that morning.

Poise under pressure and difficult circumstances is tough but it is a necessary competency of effective leaders.

From Linkage: The Business Case for Mentoring

It is the end of a difficult calendar year for most companies, leaders, and employees. A year when incredibly tough decisions were made—to save money, preserve core assets and talent, and in the most challenging cases to ensure the very existence of the business.

For most professionals, attention is now split between the wrap up of 2009 activities and the planning and budgeting for 2010.

What will 2010 bring? Depending on the economists you follow or media you consult, the timelines vary but most agree that we are in the midst of a slow climb up, out of recession. 2010 will continue to force hard choices. It is a time when talent retention and development couldn’t be more important.

Read the rest of the article: http://www.linkageinc.com/thinking/linkageleader/Documents/Kimberly_Vappie_The_Business_Case_for_Mentoring.pdf?CC=TLL09-EM12

From Linkage: Improving ROI: Three Leadership Development Practices

Most firms have leadership programs that are highly rated in terms of the experience of participants but have little or no connection to rigorous application of the learning on the job. Despite all the excitement over action learning and connecting classroom experiences to on-the job assignments, this is still the biggest, most common gap in leadership development-often due to the difficulty of coordinating assignments and the discomfort many internal leaders feel when working as mentors and coaches. Training groups rarely determine how participation in the leadership training will integrate with larger talent and succession planning for on-the-job assignments and participation on task forces or initiatives. Even with the advent of communities
of practice and electronic means of connecting globally, most leaders don't know how to build networks among those experiencing common leadership transitions and dilemmas.

Read the rest of the article: http://www.linkageinc.com/thinking/linkageleader/Documents/David_Giber_Improving_ROI_Three_Best_Practices.pdf?CC=TLL09-EM12