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Medium 9781609941178

Principle 4 A Leader Among Equals Community-Conferred Leadership

Bordas, Juana Berrett-Koehler Publishers ePub

ARRIVING IN DENVER IN 1971, armed with a master’s degree in social work from the University of Wisconsin, I started working in the barrios with low-income Hispanic women. At that time, Brown America was in an Anglo no-man’s-land—a group unrecognized by the U.S. Census and barely visible to the mainstream culture.

After a number of years of working there, I was convinced Latinas were on an economic dead-end street and that the way to empowerment was innovative programs, which built on our cultural strengths. As I was mulling this over, the local Mennonite minister called: “There is a group of Hispanic Head Start mothers who want to talk about services for Latina women. They see that their children are learning, and they want to learn too!” Thus began a conversation between a group of community grassroots women and Latina professionals that culminated in our starting a small women’s center in the basement of the Mennonite Church. It was christened “Mi Casa” to reflect its role as a place Latinas could call their own and find cultural validation. Mi Casa provided employment and educational services, helping women acquire the skills to become economically self-sufficient.

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Medium 9781576753583

5: Developing a dialogue with your customers

Cohen, Ben Berrett-Koehler Publishers ePub

In a business—any business—there is a relationship between the company and its customers. In a successful business, that relationship unfolds in a series of stages that bring customers back again and again. But in a values-driven business, the relationship between company and customer sometimes reaches an even deeper level, where the two become partners in meeting the needs of the community, the nation, or the environment. That, we believe, is the ideal to which a socially responsible business can aspire.

In the table labeled “Who’s on First?” you’ll see one schematic way to look at the development of the relationship between a company and its customers as time goes by.

Any business, no matter how small, whether socially responsible or not, seeks to develop strong, continuing relationships with its customers. Nothing is inherently “responsible” about that. It’s just good business.

You can’t get around it, though: if the values on which you’re building your business don’t include some special consideration for your customers, you have to ask yourself why you are in business:

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Medium 9781609942960

1 The Failure of Money: The Competitive Society

Lietaer, Bernard Berrett-Koehler Publishers ePub

What need you, being come to sense,
But fumble in a greasy till
And add the halfpence to the pence
And prayer to shivering prayer, until
You have dried the marrow from the bone?

Irish poet and Nobel laureate

It’s a cold Tuesday morning, and already the line is forming outside the David Ellis Pawn Shop in the upscale neighborhood of Cherry Creek, Denver, bordering the foothills of the Colorado Rockies. It will be another 10 minutes before the doors open. A woman in a fur coat sits in her parked car with its license tags about to expire. She runs the engine to keep warm while others shuffle around in silence, dodging any direct eye contact.

Denver, the Mile High city, is one of the country’s top 10 metropolitan areas where people are saddled with the highest levels of personal debt. This is a result of high housing prices, a steep cost of living, and a culture of spending—a hangover from better days.1 The David Ellis Pawn Shop has been in business in the same location for over 25 years and during this time has seesawed through multiple financial highs and lows. Trade, however, has never been so brisk or with such a dramatically broadened demographic as it is now.

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Medium 9781576754627

2: Network Early, Network Often

Dulworth, Michael Berrett-Koehler Publishers ePub

We’re all born into a network of family and friends, but sometimes we fail to see the value of these connections— or realize what they represent. We often don’t realize that these natural connections with friends, family, and community can actually form the core of our networks. In the previous chapter, I asked you to estimate the size of your network universe. If you’re like most people, you probably underestimated significantly, discounting people you know as “just a friend from school” or “just a cousin.” My hunch is that you don’t realize how connected you are. Once you’re aware, you can then learn how to improve these connections and use them to your great advantage.

In this chapter, I will present my own personal networking journey as an example of how natural networking can be—and how helpful it is in life. Throughout my life, I’ve seen the powerful effects of a strong network. From my mother’s network of friends to my father’s professional networks, I’ve seen firsthand what a positive effect networks can have on someone’s life. I’ve also benefited throughout my adult life from a strong network. My network has landed me jobs, opened the doors to clients, facilitated my growth and development, and enabled me to be 29what I am today, a successful business owner. I hope my story will provide you with a framework for analyzing and understanding your own network.

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Medium 9781626560772

10 What is his primary motivation?

Arneson, Steve Berrett-Koehler Publishers ePub

Now we come to the most important epiphany of all—the insight into your boss’s single biggest driver of behavior. In my experience, there is one fundamental motive that steers a boss’s actions. I call it “primary motivation.” If you had to pick just one motive that accounts for your boss’s behavior, how would you describe it? There are a number of common boss motives: job security, advancement, money, recognition, risk aversion, results orientation, complete control (ego), and a desire to be liked by everyone. Do any of these motives explain your boss’s behavior? Let’s take a look at each of these in more depth.

Your boss may be motivated by job security (fear of losing his job). He may do anything to hang on to his position—every action and decision is made with an eye toward “not rocking the boat.” Maybe he’s primarily motivated by getting ahead in the organization; all of his behaviors can be traced to his desire to get promoted or look good to senior management. It’s possible he is driven by wealth creation; everything he does is about the rewards—getting the highest rating or bonus possible. Perhaps he’s motivated by praise and recognition; in that case, he’s constantly posturing to be noticed by senior leaders. Maybe he’s so risk averse that he’ll never make a bold move; his approach is all about not making mistakes or attracting attention. It’s possible that he’s motivated by perfection; he’ll do anything to get specific results that meet his exacting standards. Maybe he has a need to be right or in complete control at all times (high ego, with a micro-managing style). Finally, he may be driven by a need to be liked by everyone, so he avoids conflict at all costs. Your boss may be motivated by one of these typical drivers, or he may have a more specific motive that underlies his behavior. Whatever it is, your job is to figure it out so you can use that insight to make adjustments in your working relationship.

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Medium 9781567262810

Appendix C: Project and Program Life Cycles

Haugan, Gregory T. Berrett-Koehler Publishers ePub

The basic project life cycle is easy to understand: The project is initiated, planned, performed, and closed. But like many concepts in project management, successfully fulfilling the project life cycle is more difficult than it would seem.

A program life cycle is very much like a project life cycle, only on a bigger scale, incorporating multiple projects. It is easy to confuse programs and projects because of their life-cycle commonality and the way the term “program” is frequently interchanged with the term “project.” This appendix describes each life cycle in detail.

Projects have a beginning, a specified duration, and an end; they start, work continues, and then they finish. When projects finish, the deliverable item or end item is turned over to the customer to use or to put into operation. The separate generic phases are often referred to as initiation, planning, execution, and closeout. Certain work is performed in each phase, and each phase may be independently planned and managed within the overall project life cycle.

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Medium 9781576752524


Winslow, Edward Berrett-Koehler Publishers ePub

Options are derivative contracts that have no value on their own. They derive their worth from the value of some other asset. They are used to reduce risk and are the most sophisticated, intricate, and arcane of the financial instruments.

If used improperly, options can be among the riskiest of investments. In the early 1990s some institutions that obviously lacked a full understanding of the risks and consequences of the inappropriate application of derivatives became high-profile casualties of improper usage. An electric saw can be a valuable tool in skilled hands or a dangerous one in the hands of a careless individual. Orange County lost an estimated $2 billion and Long Term Capital, $4 billion from the bungled use of derivatives. The accompanying negative publicity gave these tools of risk management a tainted reputation.1

The call option is an agreement that gives the investor the right but not the obligation to purchase a security at a specified price within a specified period of time. Conversely, a put option gives the investor the right to sell a security at a specified price for a specified time.

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Medium 9781567262391

Chapter 12 - Managing Scope

Young, Ralph R. Berrett-Koehler Publishers ePub

Managing the scope of a project causes project teams more difficulty than any other part of the project. It cannot be avoided because requirements will inevitably change during the life cycle of the project.

The average project invests three percent of total costs in the project-long requirements process, but data from NASA show that much better results are achieved when eight to 14 percent of total project costs are invested in the requirements process.1 This chapter will give you insight into several best practices that you can implement rather easily to manage the scope of your project:

Defining the requirements

Evolving the real requirements

Prioritizing requirements

Tracing requirements

Managing requirements.

Many books on requirements are available; we recommend that you take the time to read two or three of those noted in Figure 12-1. Not only should you become familiar with the requirements process, but you should also mentor all members of your project, including your requirements manager or requirements analyst (RA). Use Figure 12-2 to determine the skills your RA must have, and suggest books, professional development courses, or conferences to him or her that will facilitate personal growth and development and that offer information needed for your project.2

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Medium 9781609947392

Resource B: The Method of Truth

Phelan, Karen Berrett-Koehler Publishers ePub

Although management is not a science, we can still learn from science. In fact, I love science, and I love learning from it. What science can most offer to businesses is not theories but the method in which science is conducted. The purpose of science is to derive the truth. Physics seeks to find the underlying laws governing the physical world, from atomic particles to the origins of the universe. Biology seeks to understand life. Chemistry seeks to understand how molecules interact. Science is not about creating a set of laws; it’s about understanding how things work and changing the laws based on new information. Many people seem to confuse ideologies with scientific theories. Theories change, while ideologies do not. Astrology and creationism are not science. They are static belief systems that don’t seek to find underlying truths. They try to bend theories to conform to the beliefs. Our current state of management “science” also doesn’t seem to be very interested in finding the truth.

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Medium 9781626562837

4. Reviewing Your Results

Sindell, Milo Berrett-Koehler Publishers ePub

You might have a sense of what you naturally do really well, and you probably have an idea of the things you don’t do well at all, but are you aware of the range of things that you do just okay? Imagine for a moment how many of those things you could be really good at with some focus and practice.

The Hidden Strengths Assessment does the hard work of identifying your skills in the middle so you can then take the steps to developing the ones most critical to your growth. Take a look at the skill rankings for George, the head of advertising sales at a publishing company, in Figure 3. The top-scoring items (i.e., the top 20 percent) were his Natural Strengths, whereas the bottom 10 percent were his Weaknesses. The items in between represented the gold mine of opportunity that lay in the middle 70 percent: his Hidden Strengths.

Year after year, George exceeded his numbers and received the company award for recognition of outstanding work. However, he felt his lack of attention to detail was holding him back from even better performance. His Hidden Strength report revealed that Thoroughness was in fact one of his lowest-ranking skills. In his middle range of skills were Strategic Thinking and Inspirational Vision, among others. He had some really great ideas for how to move the company from medium- to top-tier territory, but he had neither the time nor the discipline to create a compelling message and road map to convince others. His lack of Thoroughness was a real deterrent to his sitting down, creating a plan, and doing the pitch, and he wasn’t delegating anyone to pick up his slack.

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Medium 9781576754771

4 The World Ain’t Flat As All That

Bernstein, Jared Berrett-Koehler Publishers ePub

I’m glad the economy is more global now than ever before. I personally think it’s exciting to contemplate the implications of connectedness— the fact that ideas, people, money, food, books, products, parts, energy, and gazillions of gigabytes of ones and zeros now transverse the globe with unimaginable speed. As a parent of two children adopted from China, I wake up every day in a global household, often much earlier than I’d like. And as an economist, I appreciate the opportunity that globalization affords the less advantaged to improve their living standards, their health, and their personal and societal potential through trade.

OK, that was all heartfelt and true, but I’m done channeling Thomas Friedman. Globalization is all of the above, but it’s also part of the crunch we’re deconstructing here. That is, to understand all sides of this issue, you’ve got to analyze globalization in the context of early-21st-century, American-style economics, where principle #1—power is a key economic determinant—dominates. The problem is that the minute you start to do so, some economic zealot wants to label you a protectionist and cast you from the temple.

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Medium 9781576750698

6. Maintain a Healthy Balance (Manage the Workaholic Within)

Dinnocenzo, Debra Berrett-Koehler Publishers PDF


101 Tips for Telecommuters

• Paying personal bills

Of course, some of these distracters may be on your list of fun things to do. Great! Use them as rewards or activities during work breaks

(Tip 24). The easiest way to avoid time wasters is to be conscious of the ones that plague you. Make a commitment to yourself to use your time wisely and keep yourself focused each day (Tips 2, 3) on the essence of your work and your key accomplishments for achieving your goals. If the threat of failure isn’t enough to motivate you, be sure to give yourself other rewards (Tip 29), incentives, or consequences that keep those time wasters at bay.

� Think about and list the major time wasters that create “activity creep” in your day.

� Right now—make a commitment to yourself to eliminate (or better manage) two of them this week.

� Make your commitment visible. For example, you could make a big sign or poster on which you write the time waster with a big red circle around it and red line through it. Or make little signs with a key word or symbol to remind you of a critical work goal

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Medium 9781576753613

Chapter 3 The Limits of Government

Peter Barnes Berrett-Koehler Publishers ePub

Civil government, so far as it is instituted for the security of property,
is in reality instituted for the defense of those who have
some property against those who have none at all
Adam Smith, 1776

In his essay The Tragedy of the Commons, Garrett Hardin envisioned only two ways to save the commons: statism and privatism. Either a coercive government would have to stop humans from mindlessly destroying the planet, or private property owners, operating in a free market, would have to do the job. In the next two chapters Ill show why neither of these approaches suffices.

In considering the potential of governmental remedies, lets clarify what we mean. Were not talking about tyranny; were talking about legitimate forms of government activity such as regulation, taxation, and public ownership. Can these traditional methods effectively preserve common wealth for our children?

The notion that government should protect the commons goes back a long way. Sometimes this duty is considered so basic its taken for granted. At other times, its given a name: the public trust. Several states actually put this duty in writing. Pennsylvanias constitution, for example, declares: Pennsylvanias public natural resources are the common property of all the people, including generations yet to come. As trustee of these resources, the Commonwealth shall conserve and maintain them for the benefit of all the people. Note that in this constitutional dictum, serving as trustee of natural resources isnt an option for the state, its an affirmative duty.

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Medium 9781609949082

9. Grow with the Flow

Kaye, Beverly; Winkle Giulioni, Julie Berrett-Koehler Publishers ePub

For me, it doesn’t have to be a big sit-down meeting. In fact, I’d rather it wasn’t. Doesn’t it seem odd that something as important and personal as someone’s career is put on an annual schedule … sort of like a termite inspection?

—an employee (perhaps yours)

Want real results? Take career development off the calendar and bring it into real everyday life.

Don’t get us wrong. Organizations need individual development planning (IDP) schedules and processes to ensure that career conversations happen. For some employees, it’s the only way a development dialogue might ever occur. (Our research indicates that even with those processes in place, nearly 20 percent of those polled still don’t get the “annual inspection.”)

So, we’re all for the regular, planned career conversations—but alone, they just don’t cut it.

What’s needed is a more contemporary, organic, and effective way to supplement the scheduled with the spontaneous—to build development into the eternally evolving fabric of the workplace.

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Medium 9781609947101

17 Linking Proficiency to Purpose: The Gift of Focus

Bell, Chip R. Berrett-Koehler Publishers ePub

The Gift of Focus

Shared vision is vital for the learning organization because it provides focus and energy for learning. Innovative learning occurs only when people are striving to accomplish something that matters deeply to them.

Peter Senge

Adult learning and child learning are different when it comes to focus. Children are patient with delayed application and the promise that “someday you’ll find this helpful.” Adults question the worth of knowing the correct answer to the test question about the ingredients of the pie at the king’s banquet in Beowolf. As adults, we want real-time relevance and immediate application. And if the tie to usefulness is unclear or absent, our motivation drops and our attention drifts.

Proper protégé motivation is vital to protégé learning. Motivation is surfaced in part by linking what is being learned with a grander purpose. Call it “competence with a cause,” to suggest that as learners we need the “why” as much as we need the “how.” We want our pursuit to be in the direction of some desirable end point.

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