Getting out from under the social media influence (review of Gabrielle Bluestone’s Hype)

Who needs a business plan when easy money can be made with a little social media savvy and a whole lot of chutzpah.

In our post-truth and lonely world, there’s no shortage of easy marks online for scammers, grifters and fraud artists to overpromise and then shamelessly underdeliver or deliver nothing at all.

Nothing is what thousands of partygoers got when they flew to the Bahamas for the Fyre Festival back in 2017. There was no Instagram-gold weekend with supermodels and celebrities on a private island. Instead, they wound up stranded in a gravel pit with nowhere to sleep, no shelter from the sun and nothing to eat but cheese slice sandwiches. Meanwhile, Fyre Media CEO Billy McFarland was just offshore on a borrowed yacht living his best life thanks to other people’s money.

“Like most people, my first glimpse of the Fyre Festival was on Instagram,” says journalist Gabrielle Bluestone, who broke the story about the festival’s implosion in real time while working at VICE. “The slick commercial venture exploded onto America’s social media feeds in December of 2016, as hundreds of verified influencers – blue-check Instagram celebrities with tens of millions of combined followers – started posting the same ambiguous burnt sienna square, suggesting their fans #joinme by purchasing tickets to the mysterious event.

“The festival organizers who had hired the internet stars to promote the event were promising ticket buyers ‘two transformative weekends’ of fabulous luxury on a private island formerly owned by Pablo Escobar, where they’d be flown in on private jets, pampered by a dedicated wellness team and nourished with meals designed by celebrity chef Stephen Starr.”

Along with scamming thousands of ticket buyers, McFarland defrauded investors of $27.4 million. He’d eventually be charged with wire fraud and sentenced to six years in federal prison.

In her book Hype, Bluestone also takes a critical look at Insta-famous influencers like Danielle Bernstein and Caroline Calloway who fuel the hype machine.

Bernstein is a 20-something fashion influencer and founder of WeWoreWhat, an Instagram page with more than 2.5 million followers. She gets $15,000 per post to flog brands on her site.

“In a sense, she’s the version of me that I (and many other millennial women) could be if I weren’t too lazy to work out regularly, if I had an unlimited clothing budget, fashion sense and a general lack of shame around dancing in public,” says Bluestone.

“Calloway was someone who was clearly determined to become famous, but her goals didn’t appear to extend all that far beyond her follower count.” She pitched a mini-version of the Fyre Festival, inviting her 800,000-plus followers to sign up for cross-country $165 writing workshops, with the added bonus of handwritten notes in personalized journals, home-cooked salads and wildflower gardens to take home, which Bluestone says is “Influencer-speak for a bouquet of flowers in a mason jar.”

The pandemic may be making us more immune to hype and helping us remember that if something sounds too good to be true, it probably is. Attention-seeking celebrities and affirmation-needy influencers who lounged in their McMansions or jetted off to parties and island vacations while telling us that we’re #inthistogether have come under increasing fire for being tone-deaf and self-absorbed. Once-faithful fans and followers who’ve been laid off, let go and holed up in studio apartments are pushing back, prompting tearful sorry / not sorry apologies from misunderstood influencers who seem too sad to even get out of bed.

“If any good can even be said to come of something like this pandemic, I think it was that it stripped away a lot of our everyday artifices,” says Bluestone. “And it turned a lot of cynical forgone conclusions into open-ended questions. What do we really need to survive in this world? To thrive? What kind of legacy are we leaving behind? What truly matters when every day is an emergency? Unfortunately, the celebrities did not get the memo.”

This review first ran in the April 24 edition of the Hamilton Spectator. Jay Robb serves as communications manager for McMaster University’s Faculty of Science, lives in Hamilton, Ontario and has reviewed business books for the Hamilton Spectator since 1999.

Talk less and interact more with your online talks & events (review of Standout Virtual Events)

I was quick to register for a pair of free online conferences that featured four nights of very impressive people talking about very important issues.

But I never logged on.

Instead, I binge-watched Homeland with my wife and channeled my inner 80-year-old by working on a 1,000-piece jigsaw puzzle.

I’m Zoomed out. My attention span is shot. And the novelty of filling my pandemic days and nights with professional development webinars, workshops, talks, courses, summits and conferences is wearing off.

So how can you win over audiences like me when speaking and running virtual events for employees, customers and the general public?

David Meerman Scott and Michelle Manafy have some suggestions.

“The best virtual events reimagine what is possible rather than recreate what is familiar,” say the authors of Standout Virtual Events. You can’t simply move your in-person town hall or conference online. Hanging out in virtual lobbies and sitting through 45-minute keynotes will be a tough sell for Zoom-weary audiences.

“Virtual events are more like television than theatre. In a theatrical performance, the audience is present. Their feedback is immediate and palpable. You know right away whether your performance is resonating. You are on the big stage and have to play big and bold to connect with those in the back row.”

At a virtual event, every attendee has a front row seat. We want intimate conversations rather than performances. So look into the camera so you’re looking into our eyes.

“Speakers who are skilled at in-person events may not be skilled virtual speakers,” say Meerman Scott and Manafy. “If speakers play to an audience as they are used to doing in-person, rather than playing to the camera, they will not be as successful in delivering their messages and the entire event can suffer.”

We’ll also log off if you do nothing but talk at us. Passive experiences don’t work with virtual events. We expect to interact with you and each other.

Meerman Scott and Manafy recommend breaking your talk into a series of five to seven-minute segments interspersed with real-time polls, trivia contests, Q&A sessions, interviews with surprise guests, video clips and small group discussions in breakout rooms.

“If a speaker can do all of those things in 45 minutes, the talk will be quite different from an in-person talk but it is dynamic and engaging in a way that is ideal for a screen.”

If you’re organizing a virtual event, take the money you’ve saved on renting a venue and feeding and watering the audience and invest it in a skilled production team and host. Don’t saddle an intern or overworked executive assistant with the responsibility of running your virtual event.

A skilled host will bring out the best in camera-shy speakers and guide conversations that’ll hold our attention. “Journalists make terrific interviewers and many have experience in front of a camera,” say Meerman Scott and Manafy. “It will be critical to ensure that a panel moderator or interviewer for a fireside chat is highly comfortable with the subject matter, the medium and confident enough to lead the discussion if it lulls or heads off track.”

Meerman Scott and Manafy predict that we’ll be attending hybrid town halls, summits and conferences post-pandemic. Some of us will pay for the in-person experience while many others will opt to save time and money by logging in from work and home. The upside is that you’ll be reaching even bigger audiences.

So don’t keep postponing events until we can meet again in person. Start moving events online now and heed Meerman Scott and Manafy’s expert advice.

“The best virtual events are more than televised keynotes. They must go beyond the charismatic talking head. The best virtual events create a compelling and engaging digital experience. The key is that we need to use the power of the online medium rather than trying to recreate an offline experience.”

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton, has reviewed more than 500 business books for the Hamilton Spectator since 1999 and never finished the 1,000 piece puzzle.

How to recruit & retain Gen Z as your Baby Boomer workers call it a career (review of Zconomy by Jason Dorsey & Denise Villa)

Want to win the next war for talent?

Fund scholarships, offer paid internships and help pay down the student loans of the freshly minted grads who’ll be replacing your retiring Baby Boomers.

Those moves will warm the hearts and win the loyalty of Generation Z. Born between 1996 and 2012, they’re financially prudent, debt averse and big savers. They watched their Gen X and Millennial parents get hammered by the Great Recession and buried in mortgage and student loan payments, credit card debt and home equity loans.

“The generation read the headlines of people losing jobs and houses, and certainly had a front-row seat to seeing many parents and adults lose their confidence,” say Jason Dorsey and Denise Villa, generational experts and authors of Zconomy.  Their book is based on more than 65 generational studies.

Expect Gen Z to be even more frugal once we get through the pandemic. Twenty-somethings have been among the first to get their hours cut, laid off or let go. The World Bank estimates the pandemic could cost 15-24-year-olds $10 trillion in lost income over their lifetimes.

Nearly 90 per cent of Gen Zers plan to go to college or university. Yet half of them aren’t willing to run up more than $10,000 in student loan debt. Nearly 30 per cent say they won’t want to take on any debt.

More than half say they’ll finance their education with scholarships and nearly 40 per cent say they’ll juggle work and school.

If helping to finance their postsecondary dreams is a recruitment tool, standing for something bigger than your products or services is one way to retain your Generation Z employees. “They want to know that their work is contributing to something bigger than the task at hand,” say Dorsey and Villa.

Equity, diversity and inclusion is table stakes for Gen Z. Declarations and noble intentions won’t impress them. They expect to join a diverse and inclusive workplace.   

If you’re the boss, drop the stiff and formal pontificating and go with candid, authentic and personal communications. Get comfortable talking on camera because 20-somethings would rather watch you on their smartphones then sit and suffer through an all-staff town hall. But know that they want your recognition for a job well done delivered in person.

Genuinely care about your Gen Z employees, mentor them, offer retirement matching (they’re already saving for their golden years) and invest in their professional development from day one.  Do this and Gen Z will be your best recruiters. They’ll go on social media and tell the world that you’re a great place to work. But they’ll also let everyone know if you treat people badly and you’re a lousy employer. Positive online reviews are essential because Generation Z looks for jobs the same way they shop.

Here’s the key takeaway for employers. Gen Z really wants to work and they’ll take whatever job you have if you just give them a chance. “They want to work hard,” say Dorsey and Villa. “Gen Z can make great employees. They want to work for a stable company (it’s true: they’re not all ditching traditional work for the gig economy). They don’t all want to be YouTube stars – many want actual jobs, and they want to grow within their company.”

Employers got caught off guard when Millennials joined the workforce. Dorsey and Villa have the research to help organizations get it right with Generation Z. “This generation is bringing a new worldview, talent and energy that can bring out the best in each of us. Yes, they are different. But in that difference is tremendous possibility if we take the time to understand them.”

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton, has reviewed business books for the Hamilton Spectator since 1999 and is the proud dad to two amazing Gen Zers.

Want your organization to thrive? Bureaucracy needs to die (review of Humanocracy)

Days can drag during the pandemic but the future’s arriving way ahead of schedule.

COVID-19 is accelerating changes in how we work, learn, shop and play. Trends that would’ve played out over years are happening within months.

While working from home is a hot topic, Gary Hamel and Michele Zanini make a convincing argument for also rethinking how we work.  

The authors of Humanocracy say we need to seriously shrink our organizations’ Bureaucratic Mass Index.  

With a lower BMI, every job has the potential to be a good job.

Much of the work now being done by legions of well-paid administrators and managers could be transferred to frontline employees working in small, multifunctional and self-managing teams.

Turning low-skilled, dead-end jobs into get-ahead, automation-proof jobs would benefit individuals, organizations and our society as a whole.

And instead of wasting time, money and their careers on busywork, bureaucrats could be moved into jobs where they’d provide far greater value to their organization.

“Bureaucratic organizations are inertial, incremental and dispiriting,” say Hamel and Zanini. “In a bureaucracy, the power to initiate change is vested in a few senior leaders. When those at the top fall prey to denial, arrogance and nostalgia, as they often do, the organization falters.

“Worst of all, bureaucracies are soul crushing. Deprived of any real influence, employees disconnect emotionally from work. Initiative, creativity and daring – requisites for success in the creative economy – often get left at home.”

Bureaucratic organizations have timid goals, shun risk-taking, lumber along at a plodding speed, repress creativity, cramp autonomy, punish noncomformity and in return get tepid commitment from disengaged employees.

By comparison, a humanocracy maximizes everyone’s contribution. Organizations become as resilient, creative, innovative, adaptive, entrepreneurial and energetic as the people who work in them.   

“Rather than deskilling work, we need to upskill employees,” say Hamel and Zanini.

They profile humanocracy pioneers like U.S. steelmaker Nucor and Haier, the world’s largest appliance maker. These big companies show that it’s possible to have the benefits of bureaucracy – control, consistently and coordination – without the crippling costs of inflexibility, mediocrity and apathy.

“The experience of the post-bureaucratic rebels testifies to a single luminous truth: an organization has little to fear from the future, or its competitors, when it’s brimming with self-managing ‘micropreneurs’.”

If you work in a large organization, you already know the transition to humanocracy won’t be easy. Bureaucracies are fiercely defended. “People with power are typically reluctant to give it up, and often have the means to defend their prerogative. This is a serious impediment, since there’s no way to build a human-centric organization without flattening the pyramid.”

Hamel and Zanini’s book is a manifesto and manual for overcoming that impediment.

“Bureaucracy must die,” say Hamel and Zanini. “We can no longer afford its pernicious side effects. As humankind’s most deeply entrenched social technology, it will be hard to uproot, but that’s OK. You were put on this earth to do something significant, heroic even, and what could be more heroic than creating, at long last, organizations that are fully human?”

Jay Robb serves as communications manager with McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

5 career and business-boosting New Year’s resolutions

This review first ran in the Dec. 21 edition of The Hamilton Spectator.

Here are five New Year’s resolutions courtesy of the best business books I reviewed this year for the Hamilton Spectator.

trigger1. Give us something to talk about. 

Word of mouth is the least expensive and most effective way to grow your business, say Talk Triggers authors Jay Baer and Daniel Lemin.

Do something different, unique and unexpected and we’ll rave about you online and in person. Check in anytime and every time at a Doubletree Hotel and you get a fresh-baked cookie. That warm cookie reinforces the hotel chain’s promise of a warm welcome

“A unique selling proposition is a feature, articulated with a bullet point, that is discussed in a conference room. A talk trigger is a benefit, articulated with a story, that is discussed at a cocktail party. Done well, talk triggers clone your customers.”

2. Start answering the questions we’re asking.

Every business and organization is a media company, according to Marcus Sheridan.

they ask“As consumers, we expect to be fed great information,” says the author of They Ask, You Answer. “Are you willing to meet their expectations? Or would you prefer that the competition be the one who answers the question for them? Remember, they’re going to get their answers from someone, so wouldn’t you prefer they get their answers from you?”

Sheridan saved his pool company by doing exactly that. He told prospective customers what it would cost to put a pool in their backyard, why his pools weren’t for everyone and made referrals to his competitors. So quit talking about yourself in 2019. Stop cranking out content that we didn’t ask for or care about. Instead, be the best teacher within your industry. Earn our trust and our business by answering our questions with fierce honesty.

3. Skip the wine and cheese mix and mingle and instead put us to work.

“Research suggests we are better off engaging in activities that draw a cross-section of people and letting those connections form naturally as we engage with the task at hand,” says Friend of a Friend author David Burkus

friend of a friend“You may not be focused on networking while you participate in such activities, but after you finish, you’ll find that you have gathered a host of new and interesting people that now call you friend.”

If you score an invite to a Jon Levy dinner party in New York City, you make the meal together. You can only talk about what you do for a living once you’ve sat down at the dinner table.

Pixar Animation Studios runs an in-house university with courses that bring together senior executives, front-line staff, veterans and new hires. Everyone is treated the same, can take up to four hours of paid time each week and can skip meetings if they’re supposed to be in class.

4. Instead of the golden rule, follow the mom rule.

Treat us the way you’d want us to treat your mom.

momJeanne Bliss, the godmother of customer service and the author Would You Do That To Your Mother? The “Make Mom Proud” Standard For How To Treat Your Customers says you need to respect our time, take the monkey off our back, stop asking us to repeat ourselves and don’t leave us in the dark.

“To put this in the simplest terms, do you deliver pain or pleasure? Do you make it easy and a joy for your customers to do business with you?” Your mom would want you to the do the right thing. So make her proud by taking customer service seriously and making it personal.

5. Prepare ahead for a viral video starring an employee doing something truly dumb or way worse. 

“We got blindsided by two idiots with a video camera and an awful idea,” said a Domino’s spokesperson after employees violated every imaginable health code in a kitchen.

“Even people who’ve been with us as loyal customers for 10, 15, 20 years, people are second-guessing their relationship with Domino’s, and that’s not fair.”

crisis readyMelissa Agnes, author of Crisis Ready, lists eight expectations you must immediately meet if you have any hope of recovering when your reputation takes a mortal hit. Make building a culture of crisis readiness a priority in 2019.

“You want to get your team to a level of preparedness that is instinctive, rather than solely being dependent on a linear plan that cannot possibly account for all the variations, bumps and turns that may present themselves.”

Jay Robb serves as communications manager for McMaster University’s Faculty of Science, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

 

Five ways to tell better stories that win hearts, change minds & get results

storytellingThis review first ran in the April 14th edition of The Hamilton Spectator.

Unleash the Power of Storytelling: Win Hearts, Change Minds, Get Results

By Rob Biesenbach

Eastlawn Media

$22.75

A father and son are on vacation.

They’re walking on the beach when they find hundreds of stranded starfish baking in the sun.

The boy picks up a starfish and puts it back in the ocean.

The dad tells his son there are too many starfish to save. “We’ll be here forever,” says the dad.

“Relax dad,” says the boy. “I’m just saving one starfish so CEOs and motivational speakers can repeat this story over and over again whenever they need to drive home the point about how one person can make a difference. Now let’s go have breakfast.”

We all know that telling stories is better than inflicting death by PowerPoint on an audience. We’re hardwired for storytelling.

But don’t be lazy and recycle whatever comes up when you Google search “stories to inspire an audience.”

Skip the often-told starfish story and instead follow Rob Biesenbach’s advice for telling more compelling tales.

“A story is a character in pursuit of a goal in the face of some challenge or obstacle,” says Biesenbach.

To tell a great story that sticks with your audience, ask yourself five questions:

Is the character in your story real and relatable? We don’t care about processes and programs, says Biesenbach. We care about people. “Your character is the heart of the story. Bring your stories down to the human level. If a problem exists it must surely affect actual people.” Tell us about someone like us who’s in a similar situation and facing the same kind of challenge. Share a personal story or introduce us to one of your customers, clients, patients or students.

Is there sufficient conflict? If there’s no conflict, there’s no drama driving the narrative of your story. “Conflict arises from the tension between the character’s goal and the challenge facing her.”

Are the stakes high enough? Go big with the challenge. “For a story to work, there has to be something important at stake – a serious problem that cries out for action.”

Is there clear cause and effect? Tightly link the chain of events in your story. “Causality is more meaningful to us than mere coincidence.”

And is there an emotional core at the heart of your story? “Emotion fuels stories,” says Biesenbach. “When your audience feels something, they are more likely to do something.”

Once you’ve checked off these boxes, structure your story in three parts.

In the beginning, introduce us to your character.

In the middle of your story, set out your character’s challenge.

At the end of your story, bring things to a resolution.

“Think of your story as a Hollywood blockbuster. In the end, the enemy is vanquished, the boy gets the girl, justice is served. There’s a reason these movies are so popular: they give audiences what they want – a satisfactory conclusion.

“Your story should not be in the style of indie or art house cinema, where the characters don’t really change and problems go unresolved. The indie film may be truer to everyday life, but it’s not particularly satisfying for general audiences.”

Biesenbach’s written a practical guide to help anyone become a better, more focused storyteller. The stronger your stories, the better your odds of winning hearts, changing minds and getting results.

“Our stories help define who we are and what we stand for. They set us apart in a noisy, competitive world. And they help ensure we’re remembered. Don’t be intimated. Storytelling isn’t reserved for artists and poets and folksy cowboys huddled around the campfire.”

@jayrobb tells stories as director of communications for Mohawk College, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Review – Creating Great Choices: A Leader’s Guide to Integrative Thinking by Jennifer Riel and Roger Martin

choicesThis review first ran in the Dec. 4 edition of The Hamilton Spectator.

Creating Great Choices: A Leader’s Guide to Integrative Thinking

By Jennifer Riel and Roger Martin

Harvard Business Review Press

$41.99

Do yourself a favour.

Don’t tell a team to reach for consensus when they’re trying to solve a problem.

Yes, you’ll keep the peace. They’ll play nice and be polite to one another. The team won’t split into warring factions. Meetings won’t turn into cage matches. There will be no battle of the wills where the most persuasive, persistent and pushy railroad the rest of the team into choosing their preferred solution. No one will lose face or leave with bruised egos and lingering resentment.

But the team won’t deliver what you need. Reaching for consensus will leave you with an unholy mess of good, bad and ugly options stitched together into a weak compromise.

Instead of reaching for consensus, help the team build their integrative thinking skills. Show them how to hold opposing ideas in their minds and use the tension to create new and better choices.

“To produce better decisions, we need a better process,” say Jennifer Riel and Roger Martin, authors of Creating Great Choices and professors at the University of Toronto’s Rotman School of Management.

“One key step in doing that is to explicitly consider opposing solutions, exploring deeply divergent possibilities for solving the problem. This approach is about challenging the notion that there is a single right answer. It is also about using conflict purposefully, thereby enriching our understanding of the problem and expanding the possibilities for its resolution.”

According to Riel and Martin, integrative thinking isn’t an innate skill. It can be learned by following three core principles at the heart of better decision-making: metarecognition, empathy and creativity.

“With these three components as the base ingredients for an effective approach to decision-making, you can lay the groundwork for a new way to think and work your way through difficult problems of almost any type,” say Riel and Martin.

Much of our thinking is automatic, implicit and abstract.  Metarecognition is the ability to be self-aware of how we think, draw conclusions and make decisions. “This means understanding why and how we believe what we believe. It means being clear not only about our conclusions and our actions but also about the data and reasoning that support them.”

Empathy is the ability to more deeply understand and better appreciate how others see the world. “It is the act of experiencing things as if we were in another person’s shoes. It’s about genuinely seeking to understand who another person is, what she thinks and how she feels.”

Creativity is about seeking the new and embracing the unique. It’s the imaginative spark that leads us to imagine something beyond existing options. “When we’re confronted with a difficult decision, most of us understand that it is our job to pick the right answer from among the options. In contrast, a richer decision-making process reframes our job: it isn’t to choose an option, but to create a better answer that effectively solves the problem.”

Creating Great Choices is the practical user guide to The Opposable Mind, Martin’s earlier book on integrative thinking. You’ll find exercises and templates to help you and your team look past least-worst options and instead reach for better solutions.

@jayrobb serves as director of communications for Mohawk College, lives and Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Review: The Inspiration Code – How The Best Leaders Energize People Every Day by Kristi Hedges

inspiration codeThis review first ran in the Sept. 11 edition of The Hamilton Spectator.

The Inspiration Code: How The Best Leaders Energize People Every Day

By Kristi Hedges

American Management Association

$35.95

We won’t find inspiration in a corporate video where our leader seems to have been kidnapped to an undisclosed location and forced to read a list of demands while in a state of severe sleep deprivation.

Equally uninspiring is the mandatory and tightly scripted all-staff town hall where our leader inflicts death by PowerPoint with ruthless efficiency and then dares anyone to ask a question.

What will inspire us to work harder and do better is a leader who knows how to have conversations that count.

“If we want to have inspired companies, then we need inspirational leaders,” says Kristi Hedges, leadership coach and author of The Inspiration Code. “And that involves being the kind of leader who communicates in a way that creates the conditions for inspiration in others. It’s about making the right connection and letting the inspiration take off from there.”

Leaders create these conditions by being present, personal, passionate and purposeful in their conversations.

A leader’s present when she’s focused on the person in front of her. She’s not distracted or visibly stressed. She listens more than she talks. She gives the impression that there’s no one else she’d rather be with and nowhere else she’s rather be. “For leaders, presence is a blinking red light that signifies importance. Being fully present at key times has a motivational impact. When a leader actually pays real attention to us, it feels great. We feel special. The capacity to inspire is heightened.”

Authenticity also plays a key role in building connections. “Your listener looks to you first to see how much you care and this is what shapes how much he will care,” says Hedges. “If you want to move behavior or shape thinking, you need to get personal and stay personal. We’re not inspired by fakes, frauds, blowhards, blusterers or even those who play it too close to the vest. We need to see the real deal.”

Along with being present and getting personal, leaders need to be passionate if they want an inspired effort from us. “People who are passionate enthusiasts for what they do create passion in others. Passion is optimistic, exciting, bold and captivating. Passion has a fiery drive to it, propelling forward momentum. People with passion show conviction. We know where they stand. They get things done.”

And finally, inspiring leaders have purposeful conversations. We need to be reminded that our day-to-day work contributes to the continued success of our organization.  “When we feel as though we’re running in circles, or spiraling downward, work is somewhere between boring and soul crushing. We’re counting the hours (or if nearing retirement, years) until we’re free.”

What a leader does will be as important as what they say. Hedges says a leader must show and model what it means to be a purpose-driven leader and live a purpose-driven life. “If others can’t see the purpose that ignites you, then they won’t likely be convinced that you can inspire anyone else. When it comes to purpose, you’ve got to wear it to share it.”

As Hedges reminds us, no one goes home after work and says they had a great day because they were influenced. Bull all of us would love to say that we were inspired.

Hedges shows leaders how to improve the odds of that happening with proven strategies for  being more present, personal, passionate and purposeful in their conversations.

@jayrobb serves as director of communications at Mohawk College, lives in Hamilton and has reviewed business books for the Hamilton Spectator since 1999.

Review: The Power of Positive Leadership by Jon Gordon

powerThis review first ran in the June 5th edition of The Hamilton Spectator.

The Power of Positive Leadership

By Jon Gordon

Wiley

$30

Average organizations have mission statements.

Great organizations have people who are on a mission.

The difference comes down to culture and positive leaders.

“Your most important job as a leader is to drive the culture,” says Jon Gordon, author of The Power of Positive Leadership and a consultant to Fortune 500 companies. Building a culture is not a job you delegate.

“You must create a positive culture that energizes and encourages people, fosters connected relationships and great teamwork, empowers and enables people to do their best work.”

You build a great culture by answering two questions.

What do we stand for?

What do we want to be known for?

Your actions will answer both questions. What you do will matter far more than what you say in memos, meetings and speeches.

“As a positive leader, you can’t just show the way and talk about the way. You must also lead the way. If you don’t set the example and live the values – if you aren’t on a mission – your culture won’t come to life,” says Gordon.

Positive leaders build positive cultures and organizations loaded with people on a mission.

They also do eight other things that transform average organizations into great places to work.

They create and share a positive vision for a brighter and better future that keeps everyone moving in the right direction.

They lead with optimism, positivity and belief.

Positive leaders confront, transform and remove negativity. “One of the biggest mistakes leaders make is that they ignore the negativity within their team and organization. They allow it to breed and grow and it eventually sabotages the team and organization.”

They create united and connected teams. “Unity is the difference between a great team and an average team.”

They build strong relationships. “People follow the leader first and their vision second. What you say is important but who you are is even more important.” Invest in relationships, bring out the best in others, coach, encourage, serve, care and be someone that others can trust.

Positive leaders pursue excellence. “They are always looking for ways to transform what is into what could be,” says Gordon.

They lead with purpose. “Purpose is why you wake up and want to transform your team and organization and change the world.”

And they have grit. “Positive leaders find a way to navigate the roadblocks or run through them to move closer to their vision and goal.”

Gordon shows how even the most pessimistic among us can become a more positive person and effective leader.

He confesses to once being a fearful, negative, stressed-out and miserable husband and father. An ultimatum from his wife forced Gordon to change his ways.

“When I was young my dad struggled with himself,” Gordon’s daughter wrote in her college admission essay. “But over the years, I watched my dad work to become a more positive person. Then he started writing and speaking about it and sharing his message with others. I saw people change for the better and I know that if he can change, and they can change, the world can change.”

Would the people you lead and live with say the same thing?

@jayrobb lives in Hamilton and serves as director of communications for Mohawk College.

 

Review: Why Are There Snowblowers in Miami? Transform Your Business Using the Five Principles of Engagement

snowblowers

This review was first published in the Dec. 4 edition of The Hamilton Spectator.

Why Are There Snowblowers in Miami? Transform Your Business Using The Five Principles of Engagement

By Steven Goldstein

Greenleaf Book Group Press

$28.95

If I was president of the Niagara Health System, I’d invite Edna out for lunch.

Edna was the best of a pretty remarkable group of nurses and health professionals who looked after my mom last week at the St. Catharines General Hospital.

Edna didn’t just provide exemplary care. She genuinely cared about my mom and provided real comfort to our family. While her Sunday shift ended at 7 p.m., Edna stuck around until my mom got out of surgery nearly two hours later. They were still talking when my brother-in-law and I called it a night.

And although she was caring for other patients on the ward three days later, Edna dropped by to offer some last minute encouragement as my mom headed home.

So if I was a senior executive wanting to make a great hospital even better for patients and families, I’d go to the frontlines and look to standout staff like Edna for ideas on what to start, stop and continue doing.

“Interacting with employees and customers on a regular basis is the key to success,” says Steven Goldstein, past chairman and CEO of American Express Bank and author of Why Are There Snowblowers in Miami?

“The answer to unleashing the power of your team – and to delighting your customers – lies outside the conference room. It is astounding how much valuable information can be obtained by simply talking to the people who really know the everyday inner workings of the company.”

Goldstein did exactly that while working for American Express in the United Kingdom and Ireland. That’s where he met John, a window washer who was ignored by every other executive in the building. Goldstein turned an impromptu 45-minute conversation with John into regular coffee breaks and end-of-day pints at a pub.

“I learned more in my first meeting with John than I could have ever learned reviewing reports or even talking to my team. He was extremely perceptive about what was going on in the business.”

So why aren’t leaders routinely connecting with frontline staff? Goldstein says it’s more a matter of will than skill. Yes, all senior executives are extremely busy with meetings. Some are introverts who aren’t blessed with the gift of gab. Others are insecure and believe they should already have all the answers. And more than a few leaders have developed over-inflated egos and take themselves a little too seriously.

Goldstein encourages senior executives to park their egos and venture alone and unannounced to the frontlines.  Don’t bring along an entourage or send in an advance team to stage manage a royal visit.

Take notes so the people you’re talking with know that you’re sincere and serious about their ideas and opinions. Report back to your team and make sure follow-up items are implemented.

“The best way to convince people that you are listening is for them to see clear changes resulting from their feedback. They will connect the dots.”

Be yourself and be natural in your conversations. Avoid being stiff, officious or contrived.

“Most important, have fun and enjoy this,” says Goldstein. “It is really great to get to know the people in your organization, especially the ones who really care about their customers and their jobs. Visit people and talk to them; make this a priority.”

Connecting with employees and customers is one of Goldstein’s five principles of engagement.  You also need to start looking at your organization with an outsider’s perspective, focus everyone’s attention on just two or three key metrics, be transparent with information and instill a bias for action. “Whatever speed you are going is too slow. Companies cannot assume they have endless time to evaluate, plan and launch new initiatives.”

When you have a highly engaged workforce, you don’t wind up doing dumb things like selling snowblowers at a Sears store in Miami. It’s one of many personal stories Goldstein tells from his 35-year career dedicated to helping leaders cure organizational dysfunction.

@jayrobb serves as director of communications for Mohawk College, lives in Hamilton, has reviewed business books for the Hamilton Spectator since 1999 and is grateful to the health care team at St. Catharines General Hospital.