Continuing with comments on Charlie Carr's article on paper use (see previous post), he advances other reasons paper is critical to our lives, our economy, and our future:
* Paper is Biodegradable. When we look for environmental problems, one of the biggest is material that will not decompose. Most plastics, metals, electronic devices, appliances, many of which we refuse to/or cannot stop using, are included. Paper is not among these.
* Paper is Recyclable. Thirty seven percent of US pulp is produced from recovered paper. In 2007, this averaged about 360 lbs for each person in America. By 2012, 60% of the paper we consume will be from recovered paper.
* Paper is a Significant Part of our Economy. Yes, there will be those who say that needs to change, perhaps with some merit, but in the meantime, in the midst of unprecedented economic woes, and a Stimulus Package costing us billions, what are we to do? Facts are that paper products are $393 billion annually, and the industry employs 2.9 million people, compared to 1.2 million in the auto industry.
* Paper is Efficient. Many paper products. such as books, are used for centuries. It is easiest to read and use over electronics. And it allows for the combination of tactile & visual learning, making education easier and more effective.
The next time someone is critical of paper, perhaps you now can set the record & them straight.
Friday, October 30, 2009
Paper - Friend or Foe?
As a consultant, I make an extreme effort to avoid politics & "political correctness". Not only is it bad for business, it also seems to drag one into emotional arguments where there is no winner, only losers. Recently, I encountered an example that passionately called me involving not only my roots, but my current business.
Normally, I only devote one paragraph to my introduction, but today it may be three; please let me apologize in advance. My education is in the pulp & paper business. As a forester, I developed a strong respect for the "multiple use" forest, primarily conservation, some preservation, and treating trees as a renewable resource. My business now caters to printing & the book industries, two giants that have intensively used paper, with trees as the main source.
Recently, Charlie Carr, the Chief Strategist at Mimeo.com wrote an article defending the use of paper & our forests that brought this to a head for me. I had to write my own version of support. So let's just blame Charlie & get at it, OK!?
Without naming names, we've all seen & heard many say, "Save the trees", or "Be environmentally responsible: think before you print", or "Preserve our resources". This may sound good on the surface, but closer examination, as Charlie nicely provides, shows otherwise.
The use of paper has been made to seem evil by some. The facts are, that due to reforestation (seeding and planting trees), forests in the US have actually grown over the whole last century. And it is projected to do so in this one. In commercial forests, where over 95% of our pulp comes from, net annual growth exceeds harvest, AND losses to insects & disease, by 47% each year. Not exactly Armageddon for our trees.
To keep the articles a reasonable length, this topic will be concluded in the next posting.
Normally, I only devote one paragraph to my introduction, but today it may be three; please let me apologize in advance. My education is in the pulp & paper business. As a forester, I developed a strong respect for the "multiple use" forest, primarily conservation, some preservation, and treating trees as a renewable resource. My business now caters to printing & the book industries, two giants that have intensively used paper, with trees as the main source.
Recently, Charlie Carr, the Chief Strategist at Mimeo.com wrote an article defending the use of paper & our forests that brought this to a head for me. I had to write my own version of support. So let's just blame Charlie & get at it, OK!?
Without naming names, we've all seen & heard many say, "Save the trees", or "Be environmentally responsible: think before you print", or "Preserve our resources". This may sound good on the surface, but closer examination, as Charlie nicely provides, shows otherwise.
The use of paper has been made to seem evil by some. The facts are, that due to reforestation (seeding and planting trees), forests in the US have actually grown over the whole last century. And it is projected to do so in this one. In commercial forests, where over 95% of our pulp comes from, net annual growth exceeds harvest, AND losses to insects & disease, by 47% each year. Not exactly Armageddon for our trees.
To keep the articles a reasonable length, this topic will be concluded in the next posting.
Wednesday, October 28, 2009
Power: the More You Relinquish, the More You Gain
Recently, during one of my speaking engagements, when in discussion about leadership in troubled times, a member of the group said something rather profound. We were talking about having courage to take action, and the importance of involving your people in solutions.
One person focused on communication. Another said he played it close to the vest, & that his folks needed a strong leader. Still another said he considered himself a good leader, but not as good as the sum total of his group. He found that: "The more power I give away, the more power I gain." Nicely said. As is so often the case, I learn more from the groups I address than any other source.
When I asked him if I could use his quote (he said yes), I told him I would use it with credit given. He is Bob Kattman, a PhD, & Director of the Office of Charter School at University of Milwaukee. It's nice to know that people like he are teaching our children & grandchildren.
What makes his piece good is that we do get more in return when we decide to give something up. Relinquishing control frees others up to "make mistakes faster", learn, and problem solve creatively. At the same time, we are teaching others to do the same. An open culture results where blame is not needed and folks understand the real mission: win by working together to serve the "customer", serving each other.
Might this be the origin of the word "empower"?
How will you use yours today?
One person focused on communication. Another said he played it close to the vest, & that his folks needed a strong leader. Still another said he considered himself a good leader, but not as good as the sum total of his group. He found that: "The more power I give away, the more power I gain." Nicely said. As is so often the case, I learn more from the groups I address than any other source.
When I asked him if I could use his quote (he said yes), I told him I would use it with credit given. He is Bob Kattman, a PhD, & Director of the Office of Charter School at University of Milwaukee. It's nice to know that people like he are teaching our children & grandchildren.
What makes his piece good is that we do get more in return when we decide to give something up. Relinquishing control frees others up to "make mistakes faster", learn, and problem solve creatively. At the same time, we are teaching others to do the same. An open culture results where blame is not needed and folks understand the real mission: win by working together to serve the "customer", serving each other.
Might this be the origin of the word "empower"?
How will you use yours today?
The Answer is in the Process
Over the years, I have found a valuable resource that has served to teach, develop, & grow me as a person: TEC/EA. TEC (The Executive Council) & EA (Executive Agenda) have given me close to fifteen years of support and learning. I have been fortunate to be associated with them.
Several months ago, as they do every quarter, they sent out an article that really resonated with me: The Answer is in the Process. Especially now, in unprecedented (in our lifetime) poor economic times, we strive for answers. Using a process to find them means solutions are all around us in the sum total of our people's experiences. Pat Murray, a TEC Chair, likes to say, "the answer is in the room."
For those of you who follow my articles, you know how much I value involving others and "discovering" the appropriate solution. Surround yourself with great people, listen to them, and when appropriate, have the courage to let go.
But when I began my business career, fresh out of the Air Force as a pilot, I was full of confidence (great), and also some arrogance (not so great). I forged ahead, solved my own problems, probably created some more, and floundered a bit. When I realized how critical using a process was, things came in focus.
Trusting the process is the key part of getting the most out of it. What does trusting the process look like? Here are a few examples:
* Involve diverse individuals, not with similar backgrounds
* Have the courage to be honest in stating problems, successes, & failures
* Be open & listen to others' point of view
* Exhibit patience, solicit ideas, especially from the reticent
* Respect differing points of view; they most always add value
Make leadership a process; learn it, practice it, then transfer it to your team.
Several months ago, as they do every quarter, they sent out an article that really resonated with me: The Answer is in the Process. Especially now, in unprecedented (in our lifetime) poor economic times, we strive for answers. Using a process to find them means solutions are all around us in the sum total of our people's experiences. Pat Murray, a TEC Chair, likes to say, "the answer is in the room."
For those of you who follow my articles, you know how much I value involving others and "discovering" the appropriate solution. Surround yourself with great people, listen to them, and when appropriate, have the courage to let go.
But when I began my business career, fresh out of the Air Force as a pilot, I was full of confidence (great), and also some arrogance (not so great). I forged ahead, solved my own problems, probably created some more, and floundered a bit. When I realized how critical using a process was, things came in focus.
Trusting the process is the key part of getting the most out of it. What does trusting the process look like? Here are a few examples:
* Involve diverse individuals, not with similar backgrounds
* Have the courage to be honest in stating problems, successes, & failures
* Be open & listen to others' point of view
* Exhibit patience, solicit ideas, especially from the reticent
* Respect differing points of view; they most always add value
Make leadership a process; learn it, practice it, then transfer it to your team.
Strategic Planning in Difficult Times
Those of you following my articles and blog know that I place the highest value on Strategic Planning (SP). Unless we create our future through a process, considering things like our core competencies, & why our customers buy from us, corporate growth is an accident. For most of this decade, prior to the collapse a year ago, we were spoiled with constant gowth. Bad habits developed. When success comes too easily, we lose discipline.
Now, as a result of the recession, the game has changed; drastically changed. In the Print Industry, where many of us make our living, most will wait for the upturn. The back side of the economy, where we reside, will dictate that. However, it will take time, perhaps as much as another year. Meanwhile, should we limp along defensively, losing more ground, or accelerate our recovery and emerge stronger?
It is not a rhetorical question, but many seem to treat it as such. If we do nothing, that is what we will achieve. Especially in down times we should plan more than ever. We have the time to do it, and do it thoroughly. It costs little, perhaps only for the facilitator. Instead of cutting staff so deeply, or laying off the survivors, keep your best & most innovative working. Assign them the challenge to forge a better future for all.
Enough of the pontificating; let's examine two additional components of SP, that will serve us well, especially now: Benchmarking & superlatives.
Bench marking is especially effective in unusual times, as now, where we are not in a status-quo, or stable situation. Normally, I like to set my own standards, and really put some reach in them. Where we are now, though, makes it difficult to discern just how poor (or well) we're performing. Bench marking "normalizes" results, and grounds us in reality so we don't frustrate our people by reaching unrealistically, or under achieve by setting a goal too low.
Superlatives: I love this one. Someone once said that unless our product or service is truly unique, the first or last, most or least, ugliest or most beautiful, - you get the drift, we're just an also ran. Simply put, we must strive to do what we do in a one of a kind way. After identifying the particular/potential customer need, we then can FOCUS on delivering it better than anyone else. Growth & profits result.
Now, as a result of the recession, the game has changed; drastically changed. In the Print Industry, where many of us make our living, most will wait for the upturn. The back side of the economy, where we reside, will dictate that. However, it will take time, perhaps as much as another year. Meanwhile, should we limp along defensively, losing more ground, or accelerate our recovery and emerge stronger?
It is not a rhetorical question, but many seem to treat it as such. If we do nothing, that is what we will achieve. Especially in down times we should plan more than ever. We have the time to do it, and do it thoroughly. It costs little, perhaps only for the facilitator. Instead of cutting staff so deeply, or laying off the survivors, keep your best & most innovative working. Assign them the challenge to forge a better future for all.
Enough of the pontificating; let's examine two additional components of SP, that will serve us well, especially now: Benchmarking & superlatives.
Bench marking is especially effective in unusual times, as now, where we are not in a status-quo, or stable situation. Normally, I like to set my own standards, and really put some reach in them. Where we are now, though, makes it difficult to discern just how poor (or well) we're performing. Bench marking "normalizes" results, and grounds us in reality so we don't frustrate our people by reaching unrealistically, or under achieve by setting a goal too low.
Superlatives: I love this one. Someone once said that unless our product or service is truly unique, the first or last, most or least, ugliest or most beautiful, - you get the drift, we're just an also ran. Simply put, we must strive to do what we do in a one of a kind way. After identifying the particular/potential customer need, we then can FOCUS on delivering it better than anyone else. Growth & profits result.
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