Courage is not Rude or Rash
Some people confuse being courageous and speaking up with being rude. Real courage, like real confidence, is not a spoken or boisterous competency. It is quiet, thoughtful and polite. Real courage is not about interrupting others, talking over someone, using emotional fits to win a point or even using bullying tactics. It is certainly not about blind copying an email to embarrass someone.
Conversely, people who come across as polite and deliberate should not be misjudged as lacking courage. The loudest person in the room is not the one with the real courage. In fact, the cool leader will use courage more effectively and with better judgment.
Being rash is covered in detail in an upcoming commandment but suffice to say that risk must always be mitigated and analyzed. Jumping blindly off a cliff is not risk taking. It is just dumb.
Courage to Confront
The first and most used competency for leaders is the courage to confront. This becomes almost a daily function for many supervisors, managers and executives and it is a fundamental part of the coaching function. The courage to confront is simply the desire to discuss poor performance and behavior in a direct and immediate manner.
Not being rash, this is an unemotional approach to coaching team members who do not meet expectations. Most commonly, this is a leader directed coaching dialog in which an expectations for performance or behavior has not been met. Many leaders fear and avoid these interactions for a variety of reasons but the most common avoidance excuse is the loss of popularity or the risk of a full blown and ugly confrontation. Both of those lines of reasoning create a grossly ineffective leader. As a supervisor, manager or executive, you are not there to be loved. Your responsibility and accountability is to the organization and not the feelings of your team members. You are not running for homecoming queen.
The desire for popularity is an interesting dynamic. Everyone wants to be liked and loved. We humans are wired for it. Unfortunately, this becomes counter-effective and counter-productive in a leadership role. Leaders must shift their need to be liked to a need to be effective and a need to be respected. Many times a leader that makes decisions to remain popular will greatly compromise their respect quotient. More simply, the leader that fails to confront failed performance in one team member because of a desire to remain liked by that team member will loose respect and credibility with other team members.
Effective leaders make one more shift related to popularity. They move the desire to be liked out of the workplace and move it home or in other settings. This shift provides for the need to be popular and liked but keeps it from compromising important actions in the working environment.
Another obstacle to the courage to confront is performance comparatives. In it’s most simple terms, a performance comparative is looking at total team member value compared to a failure or error event. It is the failure to address today’s dress code violation because the team member usually looks good or because they are a star performer in other areas. It is not talking to a team member about their surly approach with the receptionist because they produce more than any of the other team members. It is the fearing the loss of good characteristics, behaviors and performance when addressing a deficiency.
This paradigm is most easily challenged by asking a real star performer wants to be a star performer in all areas. Also challenging this belief is the fact that team members want to know where they stand and how they are doing. Real star performers want an opportunity to be a star in all areas and fix anything that does not rise to star level. Remember, when providing this type of coaching to only focus on the single behavior that needs improvement and not the total value of the team member.
The final obstacle related to the courage to confront is the fear that a coaching session about poor performance or behavior will result in an explosion from the team member. Ugly, yelling explosion. Maybe even a complaint to human resources about you. Crying, denying and accusing. Unattractive stuff.
First, go back and read the skills and techniques to be used in these types of coaching sessions in the immediate preceding chapter and commandment. Coaching team members is not easy but it is a core skill needed in effective leadership.
Challenge yourself to understand why some team members explode during a coaching dialog about poor performance and behavior. They explode. You respond in kind. You may even say something you regret. You may say something that causes liability to you and your company. They win. Without exception, explosive behavior from team members are designed to derail your mission as an effective and coaching leader. We have taught these team members that if they explode, the supervisor backs off. And better still, the leader becomes leery of future conversations about performance.
Another example is when a team member breaks down and even cries. They cry. Your empathy turns to sympathy. You back away from the performance or behavior dialog. They win. Lesson learned and it will be used again and again.
More common is the false belief that these types of dialogs always result in ugliness. In fact arguing, crying and fussing are relatively rare. Much more common is the desire for the team member to know where they have erred and how they can remedy it.
The “No Surprise Principle” tells us that team members would much rather have a conversation about their performance that read it as a surprise on their annual performance review. That is almost guaranteed to get a nasty response. Team members need to know how they are doing and effective leaders tell them.
As a final note in this section, also consider how this skills translates into other areas of your life. If you had a dog that was digging up your backyard and did nothing to confront the behavior, would the dog continue to dig? Would your other dog be encouraged to also dig? Your child has a tantrum and you back off from your dialog, what has she learned? Will your other kids mimic that behavior?
Friday, January 29, 2010
Friday, January 22, 2010
Monday Mentor-Refresher 4-The Basics of Positive Feedback
The correct and frequent delivery of positive feedback is one of the most powerful tools available to any leader. Unfortunately, it is also one of the most widely misunderstood, misused and underused tools as well.
Positive feedback is providing appreciation and acknowledgement when a team member performs at their role expectation or higher. It is simply designed to replicate the positive behavior or performance from the team member and create a culture where others strive for the positive feedback and acknowledgement.
For those of us who are dog owners and those of us that have previously enjoyed the company of man’s best friend, we can compare positive feedback in work team members to the process of conditioning dog responses. When you throw the tennis ball to the dog and he brings it back, you say “good dog.” When you throw the ball again and he brings it back, you again say “good dog.”
In the event that you cease saying “good dog” the dog will stop bringing the ball back. You say “good dog” to praise a positive event and encourage the replication of an appreciated behavior.
For those of us who have raised children, we can also compare our interactions with them to the correct use of positive feedback at work. When a child brings home a good report card, we say “good job, nicely done.” The intent is to reward the good grades and encourage more good grades. Every time the grades come back well, we repeat the praise.
Please don’t get this comparison wrong. Adult working humans are very much different from dogs and children. Or are they?
Adults react to reinforcement conditioning in the same way as children and dogs. When positive feedback exists, they will replicate the behavior. When no positive feedback exists, there is little motivation to replicate the performance.
Why Bother
In about twenty years of consulting and training work, we have documented an incredible phenomenon related to the lack of positive feedback in working environments. It is the “Why Bother” phenomenon.
Basically, what happens is that a team member does something well and the leader does not acknowledge or appreciate the activity. The first time around, there is not much harm because intrinsic motivation and pride will drive the team member to do well again. Unfortunately by the second or third time with not acknowledgement, thanks or reasonable belief that any appreciation is coming, the team member will develop a “why bother” approach and begin performing at minimum or worse levels.
This phenomenon also occurs when a leader is seen only in the role of critic in chief. The only time we hear from the boss is when something is wrong or she always tells people how to do it better so, “why bother.”
“Why bother” can become pervasive in workplaces and organizational culture when there is no expectation for positive feedback. It is very common when a leader ascribes to the “I pay them to do a good job” or “I expect them to do a good job” or the “when they don’t see me they know they are doing well” philosophies. Arcane and fatally flawed, you can’t produce replicated good performance through ignoring people.
Another contributor to “why bother” are the systems used in place of human interaction positive feedback. Annual performance reviews, employee of the month plaques and bonus checks have value but do not come close to the immediate reinforcement needed reproduce good performance.
As a leader, if you want to jump start the performance of team members or recharge an entire work group that you think is under-achieving, positive feedback can cure the “why bother” phenomenon quickly and re-motivate team members.
Positive feedback is providing appreciation and acknowledgement when a team member performs at their role expectation or higher. It is simply designed to replicate the positive behavior or performance from the team member and create a culture where others strive for the positive feedback and acknowledgement.
For those of us who are dog owners and those of us that have previously enjoyed the company of man’s best friend, we can compare positive feedback in work team members to the process of conditioning dog responses. When you throw the tennis ball to the dog and he brings it back, you say “good dog.” When you throw the ball again and he brings it back, you again say “good dog.”
In the event that you cease saying “good dog” the dog will stop bringing the ball back. You say “good dog” to praise a positive event and encourage the replication of an appreciated behavior.
For those of us who have raised children, we can also compare our interactions with them to the correct use of positive feedback at work. When a child brings home a good report card, we say “good job, nicely done.” The intent is to reward the good grades and encourage more good grades. Every time the grades come back well, we repeat the praise.
Please don’t get this comparison wrong. Adult working humans are very much different from dogs and children. Or are they?
Adults react to reinforcement conditioning in the same way as children and dogs. When positive feedback exists, they will replicate the behavior. When no positive feedback exists, there is little motivation to replicate the performance.
Why Bother
In about twenty years of consulting and training work, we have documented an incredible phenomenon related to the lack of positive feedback in working environments. It is the “Why Bother” phenomenon.
Basically, what happens is that a team member does something well and the leader does not acknowledge or appreciate the activity. The first time around, there is not much harm because intrinsic motivation and pride will drive the team member to do well again. Unfortunately by the second or third time with not acknowledgement, thanks or reasonable belief that any appreciation is coming, the team member will develop a “why bother” approach and begin performing at minimum or worse levels.
This phenomenon also occurs when a leader is seen only in the role of critic in chief. The only time we hear from the boss is when something is wrong or she always tells people how to do it better so, “why bother.”
“Why bother” can become pervasive in workplaces and organizational culture when there is no expectation for positive feedback. It is very common when a leader ascribes to the “I pay them to do a good job” or “I expect them to do a good job” or the “when they don’t see me they know they are doing well” philosophies. Arcane and fatally flawed, you can’t produce replicated good performance through ignoring people.
Another contributor to “why bother” are the systems used in place of human interaction positive feedback. Annual performance reviews, employee of the month plaques and bonus checks have value but do not come close to the immediate reinforcement needed reproduce good performance.
As a leader, if you want to jump start the performance of team members or recharge an entire work group that you think is under-achieving, positive feedback can cure the “why bother” phenomenon quickly and re-motivate team members.
Wednesday, January 20, 2010
Tuesday, January 19, 2010
Career Builder-13 Things Not to Share with Co-Workers
By Rachel Zupek, CareerBuilder.com writer
It's happened to everyone before. The constant flow of words that just keep coming, long after you've made your point (if there ever was one) and even longer after people stopped caring. The kind of gibberish that just won't stop unless someone else starts talking. The type of chatter that inevitably ends with you wishing you'd put a sock in it.
Yes, verbal diarrhea is never a good thing -- but it can be worse in some places more than others.
Like the workplace.
There are certain things co-workers need not know about each other -- your baby-making plans and stomach issues, for example -- but some folks just can't seem to keep their mouths shut.
Some people talk to hear the sound of their own voice; others share because they don't really have a life and, by revealing details you'd rather not know, they create the illusion of one, says Linda Lopeke, a career advancement expert and creator of SmartStart Virtual Mentoring Programs. "Then there is the person who believes gossip, even about them, creates instant emotional intimacy. It doesn't."
Read the Entire Article: http://msn.careerbuilder.com/Article/MSN-1219-Workplace-Issues-13-Things-Not-to-Share-with-Your-Co-workers/?sc_extcmp=JS_1219_advice&SiteId=cbmsn41219
It's happened to everyone before. The constant flow of words that just keep coming, long after you've made your point (if there ever was one) and even longer after people stopped caring. The kind of gibberish that just won't stop unless someone else starts talking. The type of chatter that inevitably ends with you wishing you'd put a sock in it.
Yes, verbal diarrhea is never a good thing -- but it can be worse in some places more than others.
Like the workplace.
There are certain things co-workers need not know about each other -- your baby-making plans and stomach issues, for example -- but some folks just can't seem to keep their mouths shut.
Some people talk to hear the sound of their own voice; others share because they don't really have a life and, by revealing details you'd rather not know, they create the illusion of one, says Linda Lopeke, a career advancement expert and creator of SmartStart Virtual Mentoring Programs. "Then there is the person who believes gossip, even about them, creates instant emotional intimacy. It doesn't."
Read the Entire Article: http://msn.careerbuilder.com/Article/MSN-1219-Workplace-Issues-13-Things-Not-to-Share-with-Your-Co-workers/?sc_extcmp=JS_1219_advice&SiteId=cbmsn41219
Monday, January 18, 2010
Fast Company-Carpet People and Tile People
The "Tile People" Versus the "Carpet People"
By Roberta Matuson
A while back I encountered an interesting phenomenon, while conducting employee focus group meetings. Employees kept talking about “the carpet people” and the “tile people.” At first I thought these terms were industry specific. However, after hearing several sarcastic comments, it became clear to me these terms were being used to differentiate between professional employees, who sat in nicely carpeted offices and cubicles, and manufacturing personnel, who had tile beneath them.
Confused, I probed further. It was then that one of the “tile people” informed me that there was a distinct line (a door) where the tile ended and the carpeting began. In management’s defense, the work space set up for those “tile people” assembling the product seemed in line with other light manufacturing environments that I’ve seen. It seems the real issue wasn’t the carpet or the tile. It was the door that had been put up between the two workspaces to insulate both areas from hall conversations.
Do you have barriers to productivity that you don't even know are there? Here's how you can find out and what you can do about it:
Read the Entire Article at: http://www.fastcompany.com/blog/roberta-matuson/management-escalator/tile-people-versus-carpet-people
By Roberta Matuson
A while back I encountered an interesting phenomenon, while conducting employee focus group meetings. Employees kept talking about “the carpet people” and the “tile people.” At first I thought these terms were industry specific. However, after hearing several sarcastic comments, it became clear to me these terms were being used to differentiate between professional employees, who sat in nicely carpeted offices and cubicles, and manufacturing personnel, who had tile beneath them.
Confused, I probed further. It was then that one of the “tile people” informed me that there was a distinct line (a door) where the tile ended and the carpeting began. In management’s defense, the work space set up for those “tile people” assembling the product seemed in line with other light manufacturing environments that I’ve seen. It seems the real issue wasn’t the carpet or the tile. It was the door that had been put up between the two workspaces to insulate both areas from hall conversations.
Do you have barriers to productivity that you don't even know are there? Here's how you can find out and what you can do about it:
Read the Entire Article at: http://www.fastcompany.com/blog/roberta-matuson/management-escalator/tile-people-versus-carpet-people
Saturday, January 16, 2010
Monday Mentor-Refresher 3-Correct Fit: The Beginning and The End
Correct Fit-The Beginning
The first interaction a leader has with a team member is during the hiring and recruiting process. Although usually brief, this first meeting needs to be used to assess the proper fit for a potential team member.
Traditionally, interviews were used to discuss qualifications, education and experience. All of those things have value but not nearly as much as fit and interpersonal skills. To drive this point home, look at your current problematic team members. The ones with two inch thick files. The ones that come off and on disciplinary action with regularity. The ones that constantly are causing trouble but avoid termination.
Now, as you look at those problematic team members, critically review why they are problematic. Is it because of a lack of technical skills, qualification and education or is it because of a lack of fit with the existing team or lack of interpersonal skills? Most managers and leaders agree it is because of the latter and not the former. Interpersonal skills and ability to fit with the existing team are far greater predictors of workplace success than technical ability or education.
Back to the interview. The leader’s job in the interview process is to determine if someone will fit properly with the existing group and in the culture built by the leader and team. This is most often discovered in situational questions about how a job candidate would respond and react to the common scenarios in your working environment. The leader can then compare the job candidate’s response to the desired outcome or how his or her team currently responds and reacts. This is also a great technique for behavioral interviewing.
The leader must also check and test a potential team member’s interpersonal skills. How they work with others. How they communicate. How they solve problems. How they handle adversity. How they operate under pressure and stress. What do terms like accountability and responsibility mean to them? These are the interpersonal skill check points that are so critical in the modern working environment.
The effective leader recruits team members based on interpersonal skills and fit and avoids the common over-emphasis on experience and education.
Correct Fit-The End
The most difficult role of coaching is ending someone’s employment on your team. Difficult but necessary.
In fact, many managers and supervisors make a far bigger mistake by extending employment longer than they should and providing way too many opportunities for improvement and change. This is not an invitation to be rash and take these decisions lightly, but the impact of not terminating a team member when required is far greater than terminating a team member too soon.
The Lakota Sioux tribes of the northern and western plains had a saying. They believed “when you encounter a dead horse, it is best to dismount.” Not comparing team members to dead horses but good leaders recognize when someone is not fitting or not performing pretty early in the team relationship. When the determination is made that the team member will not perform or will not fit after appropriate coaching and counseling, the leader must end their employment.
In the modern working dynamic, most firing decision require multiple levels of approval and many sets of documentation and hoops to jump through. One of the biggest leadership mistakes is to look at these obstacles as insurmountable. Some mangers and supervisors, when told to obtain additional documentation, simply give up and label the team member as fire-proof or protected. This mistake, although convenient at the time, will lead to greater performance and behavior problems with the entire team.
Dragging a termination decision or action too long sends a horrible message to other team members. Rewarding poor performance or behavior will tell the team that those actions work. As a leader, you will also be faced with people that dare you to fire them. Don’t back down. Do them the favor for which they are asking.
The first interaction a leader has with a team member is during the hiring and recruiting process. Although usually brief, this first meeting needs to be used to assess the proper fit for a potential team member.
Traditionally, interviews were used to discuss qualifications, education and experience. All of those things have value but not nearly as much as fit and interpersonal skills. To drive this point home, look at your current problematic team members. The ones with two inch thick files. The ones that come off and on disciplinary action with regularity. The ones that constantly are causing trouble but avoid termination.
Now, as you look at those problematic team members, critically review why they are problematic. Is it because of a lack of technical skills, qualification and education or is it because of a lack of fit with the existing team or lack of interpersonal skills? Most managers and leaders agree it is because of the latter and not the former. Interpersonal skills and ability to fit with the existing team are far greater predictors of workplace success than technical ability or education.
Back to the interview. The leader’s job in the interview process is to determine if someone will fit properly with the existing group and in the culture built by the leader and team. This is most often discovered in situational questions about how a job candidate would respond and react to the common scenarios in your working environment. The leader can then compare the job candidate’s response to the desired outcome or how his or her team currently responds and reacts. This is also a great technique for behavioral interviewing.
The leader must also check and test a potential team member’s interpersonal skills. How they work with others. How they communicate. How they solve problems. How they handle adversity. How they operate under pressure and stress. What do terms like accountability and responsibility mean to them? These are the interpersonal skill check points that are so critical in the modern working environment.
The effective leader recruits team members based on interpersonal skills and fit and avoids the common over-emphasis on experience and education.
Correct Fit-The End
The most difficult role of coaching is ending someone’s employment on your team. Difficult but necessary.
In fact, many managers and supervisors make a far bigger mistake by extending employment longer than they should and providing way too many opportunities for improvement and change. This is not an invitation to be rash and take these decisions lightly, but the impact of not terminating a team member when required is far greater than terminating a team member too soon.
The Lakota Sioux tribes of the northern and western plains had a saying. They believed “when you encounter a dead horse, it is best to dismount.” Not comparing team members to dead horses but good leaders recognize when someone is not fitting or not performing pretty early in the team relationship. When the determination is made that the team member will not perform or will not fit after appropriate coaching and counseling, the leader must end their employment.
In the modern working dynamic, most firing decision require multiple levels of approval and many sets of documentation and hoops to jump through. One of the biggest leadership mistakes is to look at these obstacles as insurmountable. Some mangers and supervisors, when told to obtain additional documentation, simply give up and label the team member as fire-proof or protected. This mistake, although convenient at the time, will lead to greater performance and behavior problems with the entire team.
Dragging a termination decision or action too long sends a horrible message to other team members. Rewarding poor performance or behavior will tell the team that those actions work. As a leader, you will also be faced with people that dare you to fire them. Don’t back down. Do them the favor for which they are asking.
Chief Learning Officer-Engagement Leads to Growth
Research Connects Employee Engagement and Pride to Business Growth
Thursday January 14, 2010
Chicago — Jan. 14New research released by Chicago-based human capital management consulting firm HR Solutions Inc. found employee pride to be at a high level according to its international database.
Close to three-quarters of employees (71 percent) answered favorably to the statement, “I would proudly recommend this organization as a good place to work to a friend or relative.” Seventy-five percent agreed that their “work is personally rewarding,” and lastly, 71 percent of employees “leave work often with a good feeling of accomplishment about the work they did that day.” These three statistics have a direct relationship to employees’ sense of pride in their work. Employees who find great pride in their work naturally have a high engagement level. Engaged employees are more likely to recommend their company products and services to their friends and family as well as recommend their company to other customers, attributing to company growth. Employee engagement translates into employee loyalty and pride, which then drives employee productivity and business outcomes. “Employee engagement has a great impact on the turnover and the financial performance of the company.
Engaged employees are six times more likely to stay with their organization than their disengaged counterparts. To create a sense of pride in one’s work, a high level of employee engagement is imperative. In turn, this prevents turnover, lessening any strain on the company financially, allowing for business success,” explained Kevin Sheridan, CEO of HR Solutions Inc. These organizations have been shown to outperform their competitors on financial metrics. Employees who are engaged and take pride in their work have a sense of ownership that allows for satisfied customers and company growth.
For more info: http://www.hrsolutionsinc.com
Thursday January 14, 2010
Chicago — Jan. 14New research released by Chicago-based human capital management consulting firm HR Solutions Inc. found employee pride to be at a high level according to its international database.
Close to three-quarters of employees (71 percent) answered favorably to the statement, “I would proudly recommend this organization as a good place to work to a friend or relative.” Seventy-five percent agreed that their “work is personally rewarding,” and lastly, 71 percent of employees “leave work often with a good feeling of accomplishment about the work they did that day.” These three statistics have a direct relationship to employees’ sense of pride in their work. Employees who find great pride in their work naturally have a high engagement level. Engaged employees are more likely to recommend their company products and services to their friends and family as well as recommend their company to other customers, attributing to company growth. Employee engagement translates into employee loyalty and pride, which then drives employee productivity and business outcomes. “Employee engagement has a great impact on the turnover and the financial performance of the company.
Engaged employees are six times more likely to stay with their organization than their disengaged counterparts. To create a sense of pride in one’s work, a high level of employee engagement is imperative. In turn, this prevents turnover, lessening any strain on the company financially, allowing for business success,” explained Kevin Sheridan, CEO of HR Solutions Inc. These organizations have been shown to outperform their competitors on financial metrics. Employees who are engaged and take pride in their work have a sense of ownership that allows for satisfied customers and company growth.
For more info: http://www.hrsolutionsinc.com
About.com-How to Change Your Organizational Culture
By Susan M. Heathfield, About.com Guide
Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture1 can feel like rolling rocks uphill.
Organizational cultures form for a reason. Perhaps the current organizational culture matches the style and comfort zone of the company founder. Culture frequently echoes the prevailing management style. Since managers tend to hire people just like themselves, the established organizational culture is reinforced by new hires.
Organizational culture grows over time. People are comfortable with the current organizational culture. For people to consider culture change, usually a significant event must occur. An event that rocks their world such as flirting with bankruptcy, a significant loss of sales and customers, or losing a million dollars, might get people's attention.
Read the entire article: http://humanresources.about.com/od/organizationalculture/a/culture_change.htm?nl=1
Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. Changing the accepted organizational culture1 can feel like rolling rocks uphill.
Organizational cultures form for a reason. Perhaps the current organizational culture matches the style and comfort zone of the company founder. Culture frequently echoes the prevailing management style. Since managers tend to hire people just like themselves, the established organizational culture is reinforced by new hires.
Organizational culture grows over time. People are comfortable with the current organizational culture. For people to consider culture change, usually a significant event must occur. An event that rocks their world such as flirting with bankruptcy, a significant loss of sales and customers, or losing a million dollars, might get people's attention.
Read the entire article: http://humanresources.about.com/od/organizationalculture/a/culture_change.htm?nl=1
NYT-The Good and Bad of Workplace Jargon
NEW YORK (AP) -- At the end of the day, it's important to achieve a win-win solution. Be sure to think outside the box to demonstrate thought leadership. And harness key learnings to change the game on that mission-critical project.
Confused? You have company. Many workers say they're fed up with business jargon and corporate buzzwords.
Every industry has its own lingo. In technology, employees use ''bandwidth'' in conversations that have nothing to do with the Internet, saying things like, ''I don't have the bandwidth to deal with this situation.''
Read the article at: http://www.nytimes.com/aponline/2010/01/11/business/AP-US-Your-Career-Workplace-Jargon.html?_r=3
Confused? You have company. Many workers say they're fed up with business jargon and corporate buzzwords.
Every industry has its own lingo. In technology, employees use ''bandwidth'' in conversations that have nothing to do with the Internet, saying things like, ''I don't have the bandwidth to deal with this situation.''
Read the article at: http://www.nytimes.com/aponline/2010/01/11/business/AP-US-Your-Career-Workplace-Jargon.html?_r=3
Thursday, January 14, 2010
The Conan/Leno Debacle? A Giant Lesson in What-Not-to-Do with Talent.
From Fistful of Talent
I've always been a Letterman fan although these days, I default to Charlie Rose and Tavis Smiley for my late night fix. (Yes, I'm that boring.) But, because I'm a news junkie, the fiasco playing out at NBC with Conan and Leno has been unavoidable.
Personally, I'm always fascinated when it comes to talent plays in the sports and entertainment world. If I could have my hand in recruiting/casting and hiring talent for a movie, or a TV show, or MLB team... that might be a dream job. So, to get a glimpse into the kinds of issues that might come up via the Conan/Leno debacle? Well, as you can imagine, I'm salivating. And there are a ton of lessons to be learned. But I'll make it simple for you. File this ENTIRE situation in your "what not to do" folder.
Read the entire article: http://www.fistfuloftalent.com/2010/01/nbc-you-stink.html
I've always been a Letterman fan although these days, I default to Charlie Rose and Tavis Smiley for my late night fix. (Yes, I'm that boring.) But, because I'm a news junkie, the fiasco playing out at NBC with Conan and Leno has been unavoidable.
Personally, I'm always fascinated when it comes to talent plays in the sports and entertainment world. If I could have my hand in recruiting/casting and hiring talent for a movie, or a TV show, or MLB team... that might be a dream job. So, to get a glimpse into the kinds of issues that might come up via the Conan/Leno debacle? Well, as you can imagine, I'm salivating. And there are a ton of lessons to be learned. But I'll make it simple for you. File this ENTIRE situation in your "what not to do" folder.
Read the entire article: http://www.fistfuloftalent.com/2010/01/nbc-you-stink.html
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