To Write a Book, Part Three

As the journey continues, it remains a joy and privilege. Strangely, it involves discovering values you didn't necessarily know you had, and with a level of passion perhaps surprising.

Here's an example. I've always thought it fair to challenge authority, though with dignity and fairness. Questioning, asking why, has always seemed not only prudent, but almost a requirement. At the same time, when relating this to Professor Culbert's book, I find I'm puzzled at not only his questioning the right of management to correct poor performance, but appalled at his labeling bosses evil and self-centered.

The point is that I do respect authority, certainly likely from my instructor pilot days in the Air Force. However, I believe with all my heart that competent and caring coaching and guidance helps to create excellence. Perhaps I am more of a rules follower than I thought. But the boat needs a captain; it needs a course. Decisions must be made by qualified hands, lest it become a rudderless ship.

Here's another. I know I am a positive person. My cup is most always full. I believe strongly that people respond much better to constructive & caring feedback, and concentrating on what they do well, not poorly. And I also have a strong pull towards, what Susan Scott says in her book, "Fierce Conversations". We must be clear, direct, and good communicators of less than satisfactory performance. Caring and professional, but to the point, so there's complete understanding.

The surprise is that I have a curious blend of firm, no nonsense communication, but at the same time, I must listen, understand, and care about the person I'm coaching. Keeping that in balance, & in the form that the recipient relates to, is the challenge.

Here's a final thought that was prompted: When we coach/critique others as their manager, do we do it in a manner that works for their own good, or ours? The easy answer is both, however, I believe it should be first for the employee. Remember, if you concentrate on genuinely helping your people, the company grows too.

To Write a Book, Part Two

As I write this book, I don't have a title. Rather, I will continue with the journey of writing it until it makes itself known.

In my limited experience with writing, I have learned to let the message, or story line, carry me along. I've found it better to let it take on a life of its own than to force it. Forcing results, for me, culminates in dead ends and what some may call "writer's block". Allowing it to emerge & flow allows for discovery; and discovery is way better than control.

My underlying theme is a good deal more than critiquing the good professor. I have found it to be a simple belief in the noble & good side of people. We all make mistakes; we are self-serving at times. But I believe most of us rarely will knowingly do something serious for our own good while being hurtful to others.

We certainly, as leaders & managers, are called to not only be responsible, but to teach responsibility. And in a team, corporate culture, we will have more success, learn more, gain more satisfaction, and have more fun when we help others succeed. Zig Ziglar has been a favorite of mine for 30 years now, and my favorite quote from him is, "If you'll help enough other people get what they want, you'll get what you want."

That's what I believe, and that's what Professor Culbert seems to miss. While authority can be misused, it is not bad in itself; we would have chaos without it. And leadership can be self-serving, but it can also be inspiring and bring out the best in each of us.

Evil is not a person, or a thing, or a position. I believe it is the misuse of the goodness and wonders that God has given us. Simply put, even the best of strengths carried to an extreme becomes a weakness. Goodness is balance, moderation, and realizing where it all comes from.

Pretty tall order, writing this book.

To Write a Book

Over the last few weeks, for the first time ever, I have been driven with a good measure of passion, to write a book. It started with reading a book from a UCLA professor, Samuel Culbert, called "Get Rid of the Performance Review". A letter to the editor of the Milwaukee Journal Sentinel resulted, which was published 4 days later.

Following that, I wrote two further articles that were sent to clients, potential clients, and friends. The response was quite gratifying, but what really tipped the scales were the 20 or so H/R Managers that I know from the Print Industry, previous companies, and the Book Manufacturers Institute (BMI) H/R Roundtable. Since Professor Culbert's book directly attacks H/R, many were very concerned.

Because of that fact, I decided to ask these managers to send me case studies that illustrated the importance of mutual goals, accountability, and successful coaching through regular communication and the PR. I asked them to "scrub" the studies for the Company & name of employee.

As some are preparing these, I am making copious notes on the professor's book that not only foster the need for a response, but stimulate further thinking about what else needs to be said on how we treat our "associates" as I have long called employees.

Finally, it hasn't hurt the process at all that I've had a publisher, for some time now, who has been insisting that I write a book. Bingo; here it is before me!

It is already becoming a journey towards creating something with meaning.