Category Archives: Best Practices
The district is considering contracting-out services, and your position is on the line. You have data – both hard and soft – demonstrating the negative side of such a move. But wouldn’t presentation of your case just be an obvious attempt to look out for yourself?
There’s more talk about budget cuts, and the need to combine positions. Personnel will, inevitably be, on the chopping block. This is the time to sing your own praises – and, in fact, you’re more versatile and adaptable than others in the department. Although your self-interest meshes with the company’s interests, won’t you just look like an opportunist if you speak up?
Many of us engage in a year-round search for balance between wanting to be anonymous and wanting to be noticed, wanting to give and hoping to receive, wanting to appear humble and needing to represent your strengths in a forthright manner. This drive for reconciliation of opposing emotions was at the foundation of my obsession yesterday about an article sent to me by my co-consultant with Education Compliance Group, good friend, and most respected HR professional Mark Hinson. His cover email stated “Interesting article making the case for sexual harassment training in person.” Mark had recognized an opportunity for us to publicize the valuable training and consultation services we offer via Education Compliance Group on employee-employee sexual harassment.
The December 9, 2013 article, by a respected consultant/ trainer in Mark’s region strongly implies that recent court opinions on a particular workplace sexual harassment case had blasted the use of a training video, shown to both employees and management alike, which provided “no opportunity for interactive dialog with a professional trainer.” In fact, the case that triggered the article is nearly two years old. While inferences could be drawn about the courts’ preferences for in-person training, the judicial opinions involved were far more vague about the necessity for specific training methods.
The article’s author knew a good publicity angle when she saw it. I found it somewhat self-serving, but was – and am – absolutely ready to get on the bandwagon with a Legal Routes article about the value of our in-services about employee-to-employee sexual harassment. You see, I have the guts to self-serve if it’s in my readers’ and colleagues’ best interests. I’ll segue into discussion about my initial forays into using Skype and other methods to provide cost-effective front-row, interactive training to school transporters without my ever having to get on a plane. I believe completely in the absolute benefits an entity can gain by having customized training programs with an instructor at the site who can help personnel understand what the issues mean to them. I soundly buy into in the comparative value of a “real” person, available to tailor training to the needs of a particular state, region, company, or district over a generic video product – let alone, one that may be stale or not directly relevant to the industry.
The question is not the value of the service available, but the motive of the person advocating use of the service. With mixed motives, should the potential to be seen as too obvious, too opportunistic water down my approach.
It’s a broader question, if you’ll follow me down the crossroads of my mind and tie these questions into the scenarios at the beginning of this blog. What if you have an idea that will benefit students but also show off your talents and strategies? What if you see the value of creation of a new position that you’re just the person to fill? Are you hesitant to advance your ideas – especially if you stand to gain from adoption? How do you feel about shameless self-promotion. . . .if it would be good for your organization and its mission?
Well, I’m going to push ahead with my article. I’m banking on Legal Routes subscribers focusing more on the points I’ll make about training concerns and less on the fact that I’m shamelessly marketing my company’s services. I think it comes down to this: If the people you serve will be better off because you spoke up, then speak up. What do you think?
This is the third post in our series “The Guts of Leadership.”
General John Barry was the executive director for the investigation of the space shuttle Columbia disaster. He recently presented for NAPT’s Leading Every Day initiative. Among the many insights he offered about NASA’s mindset prior to the disaster was one which was particularly salient: “Asking for help is a measure of strength – not weakness. “ Read the rest of this entry
It may be telling that Pete often finds inspiration for blog posts in business articles and publications, and I’m often moved to write by something I read in less relevant sources. I don’t know what that “tells,” in fact, but I’m sure it reveals something about us as bloggers. Read the rest of this entry
I recently had the pleasure of a lengthy flight delay at LaGuardia airport. Pleasure you say? How’s that possible? Nobody enjoys layovers. Well this particular extended stay at the food court was actually enjoyable. We staked out a spot near a recharging outlet and settled in for what threatened to be a long boring delay. Read the rest of this entry
Pete and I are committed to passing on “tips” via this blog, even when those tips didn’t originate from our own experience. I read an August 10, 2013 NY Times interview by Adam Bryant with Hugh Martin, CEO of Sensity Systems (and previously with Apple and 3DO), that inspired this post. Here are some of the principles Martin relayed:
Communication is critical. – Martin has a weekly “no-holds-barred” meeting with his entire staff. “We talk about anything that’s important and it’s a great opportunity to model behavior to every single person in the company.” How often do you meet with your entire staff? Do they get to generate at least some of the topics for discussion? How have you communicated that they can speak honestly without fear of repercussion? Read the rest of this entry
As I stood waiting in line to register at a hotel, I had time to think about the often uttered but seldom meant “I’m sorry.” Contrary to Elton John’s assertion (“Sorry seems to be the hardest word,”) this one customer service agent seemed to be a master at it. He would draw closer to the customer and quietly say “I’m so sorry.” Every once in a while he’d add the words “for your inconvenience.” If the customer was really irate he might even offer them a free soda or chocolate bar. Read the rest of this entry
Albert Einstein was perhaps the greatest thinker of the last century. Although he was very intelligent, he credited his successful theories not to his intelligence, but to “curiosity, concentration, perseverance, and self-criticism.” It is this last characteristic which, in my opinion, separated him from other great thinkers. It is also the attribute of self-criticism which separates great managers from the not-so-great. Read the rest of this entry
When it comes to department, district or company policy, we tend to be on autopilot until some new technology, new national crisis, or new “hot button” issue jogs us into policy development. Although hasty, “knee-jerk” reactions may not always be advisable for a whole host of reasons, there’s another reason to lay low and see if there’s another option to policy creation. When we attack that new issue with new language we can draw unwanted attention and scrutiny from employee unions, the media, parents and others when we would have done better to “not leave the porch light on,” as one labor lawyer recently put it. Read the rest of this entry