May, 2010 | It's Worth Noting

It’s time to change how and why you do meetings

May 19, 2010

Most people will tell you they hate meetings. They’re left over from the days of only being able to share information by being in the same room together. We have so many more options today, but people insist on pretending it’s still 1940. People are checking their email, intranets, wikis, dashboards, twitter, etc. while in the meeting, but whomever calls the meeting isn’t thinking about how to use those tools to eliminate the need for the meeting in the first place. So do meetings still serve a useful purpose? I’d say so, when strictly limited to gathering people to leverage their experience, knowledge, creativity, etc. in real time to collaborate and solve a problem together. If you’re booking conference rooms and blocking everyone’s calendar just to share information, give status updates, etc., you’re wasting everyone’s time. If you don’t care about wasting time, try calculating the accumulated wage cost for…

Leadership

Does your team know your organization’s story?

May 13, 2010

A couple days ago, I spent some time with a group of new hires to share the story of how The Karis Group, which I have the pleasure of serving as CEO of, got started more than fourteen years ago. Like most businesses, the story in the early days was one of sacrifice and gumption, but we survived and now enjoy the blessings of a thriving and growing business. Unfortunately, too few companies and organizations take the time to consistently share their story with their team. The team is only exposed to a recent history, not an instructive past. They miss out on an opportunity to gain a broader perspective, celebrate a success and more fully appreciate the sacrifice and perseverance of those who have been with you the longest. If there are people on your team who haven’t heard the story, hit the pause button and gather them up. …

Leadership

I know how serious you are by how well you prepare

May 4, 2010

I hear a lot of dreams and ideas from people, from wanting to start a business, family or new career to engaging in community service or launching a non-profit. I can quickly gauge how serious someone is by asking one simple question: “How much time and effort do you expend today preparing for the transition or impact you want to make tomorrow?” The answer is usually uninspiring. The quantity and quality of your preparation today is a leading indicator of your success tomorrow. If you really want to start something new or make a transition in life, start preparing – now. Find mentors, read voraciously, etc. If you lack the motivation or discipline to prepare, you’re likely to lack the motivation or discipline to succeed in the new endeavor. At best, you’ll force other people you take along for the ride to suffer the consequences of your lack of preparation.…

Productivity Reviews Technology

How I pack my bag for business travel

May 25, 2010

If you’re like me and spend time traveling for business, you’re happy to find anything that makes the experience a little easier. This is especially true if you need to stay connected and take your technology along for the ride. I enjoy reading suggestions from other travelers and hope this brief list proves useful for you. Checkpoint friendly laptop bag: I like the Checkpoint Flyer from Tom Bihn. Design and construction of this bag are great and I enjoy the non-slip shoulder strap and file slip options. Checkpoint friendly backs like this let you sail through airport security by laying your bag flat on the x-ray belt instead of taking your laptop out. It’s quicker, less frustrating and you’re unlikely to forget your laptop on the belt. Organized Itinerary: If you’re still carrying a folder full of travel docs or trying to keep them in one email folder on your…

Leadership Reviews

Are you in business with the right people?

May 10, 2010

I’m finishing up People’s Tycoon, a biography on Henry Ford. The book details the story of three motor companies Ford helped start, the last being the only one we remember. What struck me about all three attempts was that in each instance, Ford found himself at odds with his key business partners, the guys with the money. The genesis of the conflict, at least regarding the business, was that Ford’s vision to provide mobility to the masses conflicted with his partners’ vision of selling higher margin luxury or performance cars (to be fair, Ford also seemed to lack some focus in the early years). The problem wasn’t that Ford’s vision was good and the others’ vision was bad. The problem was that they didn’t share the same vision or measure for success. If the people who run or own your organization have the same problem, debilitating conflict is inevitable. The…

May 2010