Archive for the ‘Trust’ Category

The Purple Elephant in Our Country

Sunday, November 11th, 2012

By Dr. Renae Sanders

The election has come and gone.  And thankfully so, on one hand, the airwaves are now free of the barrage of the negative political ads that bombarded the airwaves, especially, in the swing states where the ads had become a minute by minute occurrence. On the other hand, for some reality that their candidate had not won would come another day. The tragedy is that we do not have rules or regulations around political advertising when we are asked to make informed decisions about whom we should vote; but that is a separate article.

Today, let’s focus on the proverbial Purple Elephant in our country. The silent, yet ever-present and dangerous animal, that under writes our beliefs, attitudes, and actions.  Yes, its race. And it continues to fester below the surface of our great country. This is bigger than an apology. It’s bigger than reparations. It’s about our collective courage to face, own, and acknowledge that race is as much a part of our current cultural landscape as the air we breathe.

Emotional intelligence experts tell us that we must first be aware of our own emotions and what they are if we are to self-regulate our attitudes and thereby our actions.   Very simply, this means its o.k. to feel what you feel, but it’s unacceptable to act any way you want to act in response to those feelings; especially, if they are negative emotions.  Of course, this holds true for any negative response to emotions; but today – we talk race. Secondly, our emotional intelligence quotient (EQ) is higher if we then have an understanding of how emotion may affect those with whom we interact and how to leverage our awareness of emotions in our dealings – personally, professionally, or politically.

A rising tide floats all boats. Well, all decently constructed ones.  But you get the point. Therefore, the notion that the strength of America’s growing minority population will somehow erode the wealth and stature of America’s wealthiest is less than rational. Believing that in a global environment self-imposed segregation is beneficial and will help our kids cope with the rapid changes occurring in our country or their ability to compete is a response to beliefs of loss. Providing a superior education to the economically advantaged and then blame the poor for not doing more to take care of themselves is less than rational as well. The answers to curing the ills of our society lie in our collective engagement toward solving problems, self-awareness, emotional and social intelligence.

This election, and the last, exposed to many what they have feared with the growing demographic changes – that the democratic process would change the course of history. Surely, the British felt the same way, which is why the American Revolution occurred. In order for us to become a more perfect union, we must change as our country changes and we must respect what we have always seen in the defining moments in our history, “the minority will be heard, but the majority shall rule”.   This festering of unchallenged ideology has the potential to harm communities and create underperforming businesses, as morale, trust, teamwork, and knowledge sharing are compromised.

Author David Walsh wrote in his book, “Conversations with God”, that at our actions and decisions are based on the two primal emotions, love and fear. If we drilled down to the source of our behaviors, we are either acting out of love or on fear. War, segregation, political spin, bullying, analysis paralysis, and the inability to reconcile our sorted history are all based on fear.

It’s appropriate to quote, now, the lyrics from one of Dianna Ross’ megahits, “what the world needs now, is love, sweet love. It’s the only thing that there’s just too little of…”

Dr. Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational development and relationships. Believing people are the link between strategy and success, Dr. Sanders works with organizations, leaders, and managers to strengthen internal practices and relationships. Email info@krsconsult.com to book an engagement or meeting with Dr. Sanders.

Office Saboteurs

Sunday, August 29th, 2010

By Renae Sanders

Office saboteurs run amuck in nearly every organization. Like spies, saboteurs feign friendship and support, while working double time to destroy your efforts or that of the team to achieve specified goals.  According to the dictionary, a saboteur is “one who intentionally causes destruction – in order to hinder the efforts of his/her enemy”. Unlike hole-finders, saboteurs are often subversive and covert. It’s harder to determine the identity of this rogue operative.

Saboteurs may be your lunch buddies, coffee partners, project team members, and the like. These office mates are often so close you never see them as the ‘internal mole’. But many times, the saboteur is so emotionally charged they do not hide their disdain for their self-imposed enemy. The target of their rage: the new manager hired or promoted over the saboteur; the manager’s sacred cow (i.e., office pet); the coworker who just completed a master’s program; the only female or person of color on the team; the person with the foreign accent; the employee who just dresses too well; the person with all the bright ideas; in short, the target of the saboteur is the person perceived to be a threat the work wrecker.

The Best Offense is a Good Defense

Coping with an Office Saboteur can be frustrating and an effort to expose the saboteur often backfires. An undercover coworker’s ultimate goal is cause unhappiness and to shatter others’ belief in your trustworthiness. The best strategies for dealing with saboteurs are basic professional activities and behaviors:

  1. Speak positively publicly and to others about the saboteur. The old adage says, “kill them with kindness” or “you can get more bees with honey” holds true. Public acknowledgement of the saboteur’s productive work makes him/her appear petty. Make nice, but honest comments about the saboteur.
  2. You must stay on your game. The saboteur uses any misuse of company time and resources in his or her crusade against you. Be on time to work and meetings; do not abuse lunch hours; or spend too much time on personal calls.
  3. Maintain your emotional distance from the detractor. Of course, you must remain pleasant and professional; just keep in mind that for the moment you are in the crosshairs of someone who perceives you as the enemy.
  4. Avoid attempts to draw the saboteur into the open. While this strategy works in espionage stories, focusing on them means you aren’t focused on the work at hand. At best, make sure to communicate your achievements and successes and the accomplishments of your team.

The workplace is known for supplying its share of workplace fodder for soap operas; but there is also no dearth of suspense, drama, and other covert affairs to maneuver. It’s all in a days work.

Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Renae works with organizations, leaders, and managers to strengthen internal relationships. You can reach her at info@krsconsult.com.

Your Vocal Image is Critical to Your Personal Brand

Tuesday, April 6th, 2010

By Renae Sanders

One of the primary roles of leaders is communication – the ability to express your ideas effectively. Vocal expression is the ability to communication emotion and credibility through the words we use and how we use them. Your vocal image strengthens your personal brand.

Your personal brand encompasses experience, values, behaviors, attitudes, appearance and voice. Voice is underrepresented in the realm of professional development. Regional accents play an enormous role in building trust and credibility; consider the New Yorker, the Southerner, and the Valley Girl dialects. Moreover, vocal register or pitch has a similar affect. High pitched, nasal sounds make us more uncomfortable than lower, deeper tones associated with the middle voice relative to the deep, commando tone which reminds us of our parent(s), a drill sergeant, or the mean old teacher; consider Dennis Haysbert vs. Fran Drescher, Sean Connery vs. Chris Tucker, or Oprah Winfrey vs. Rosie O’Donnell, different vocal ranges and speech patterns illicit different emotions.

If you are being questioned more at work than others, it maybe that your speaking style contributes to your lack of trustworthiness as determined by others; do you have an “up speak” at the end of your sentences? Or is your voice high and soft (male or female)? Your vocal presence can be changed just like learning to run a marathon, training to build stamina, or weight loss; with the exception of birth defects, your vocal presence can be improved.

It’s not about your level of intelligence or education. Don’t make it personal. It’s a physical thing. To become a better leader, personally or professionally, remember it’s often not what you say but HOW you say it!

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Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Renae works with organizations, leaders, and managers to strengthen internal relationships. You can reach her at renae@krsconsult.com.

Four Steps to a Solid Crisis Response Strategy

Friday, February 12th, 2010

An unexpected crisis can happen to any company at any time. Companies with a well conceived and tested plan improve their chances of maintaining public trust and clients in the face of a major crisis.  Here are a few steps to get you going:

Assemble a cross functional and diverse team.  Evidence support that teams with diverse team members (i.e., hierarchy, age, gender, ethnicity, etc.) produces better ideas, products, and outcomes. The idea that different experiences and beliefs give way to more innovative solutions is more than a notion.

Create a broad strategy in advance. Past experience is a good place to start. Use past incidents, yours or other companies, to help define the types of unexpected events which might occur and set a broad strategy to combat them; one that is specific to your company or industry.

Train internal representatives in advance. A periodic test of the plan is always a plus as well. Schedule drills to test the operational steps of the plan.

Consolidate the public relations function. Nothing is worse than different, uncoordinated sources interacting with the media and providing inconsistent information. Remember, once trust is lost it is nearly impossible to rebuild. Drive on contact with the media through a single or centralized source. Be sure all employees understand the importance of let the designated individuals interface with the media.

Partner with external organizations for assistance. An objective view can help bring perspective to the situation. The nature of the crisis might well warrant the use of a Public Relations (PR) firm. Identify and interview the firms during the plan development stage. Incorporate suggestions for the PR firm into your plan.

Let us know if you need assistance with your Crisis Response Strategy.

Sources

Kraemer, H. M. J. (2003). Doing the right thing: Values-based leadership is not an oxymoron in corporate America. Vital Speeches of the Day. 69(8), 243 – 247. Retrieved January 30, 2010, from University of Phoenix Proquest Database.

Tritz, T. W. (2002). Crisis management strategy utilized by the United States Department of Defense following the terrorist attack on America: A case study. Journal of Undergraduate Research. Retrieved February 8, 2010, from http://www.uwlax.edu/URC/JUR-online/html/2002.htm

Crisis Leadership: Toyota and Tiger Woods – Pass or Fail?

Tuesday, February 9th, 2010

When a high profile company like Toyota unexpectedly lands in “quick sand” the rest of us stand in stunned silence or quickly point out what they could have done differently. Certainly, Toyota’s handling of the situation is reminiscent of the Tiger Woods scandal, specifically, ‘don’t deal with it immediately’. The idea that most people would forget about this – in time – is a less than courageous move.

Toyota and Tiger should be seen, by business owners, not as spectacles but as reminders. The difference between ‘us’ and ‘them’ is our approach to managing a crisis. Business leaders, small and large, should pause to prepare for their own crisis situations.

A crisis by definition is a low probability – high impact event! Most businesses plan for high probability – high impact events and spell out risk mitigation activities in the strategic or business plan. Low probability, low impact events are handled with relative ease as a part of our daily operations; as are high probability – low impact events.

The blind spot for us are events we deem unlikely to occur but if that one event occurs, it will change the course of business. A crisis response strategy will make, shake, or break even the ‘best of the best’. Execution of the plan is paramount!

Execution in Crisis Mode

A quick, prompt response sets the tone for media interaction and public interpretation. The initial response allows the company or its public relations team to establish the flow of information rather than the media. If not dealt with immediately you’ll find the media will control the initial public opinion.

Be open and honest about the issue. The media and public stakeholders should have easy access to company players and information. Otherwise, the sentiment leaves the public wondering about company’s integrity and might damage its reputation.

Allow for the constant flow of information and a consistent message. Frequent updates as developments or understanding unfold demonstrate responsibility and control by the organization. Inconsistent or conflicting message erode trust.

Show compassion for consumers, employees, and others affected by the problem. Compassion coupled with action also sends a message that organization is in control and taking appropriate action.

Perhaps, Tiger Woods and Toyota, have crisis management plans. I am uncertain of what the expected outcomes of either plan; except, Toyota and the Haitian crisis have re-established perspective; and, for now, the heat is off Tiger Woods. According to Kraemer (2003), “leadership, values, integrity and credibility are not items you can pull off the shelf when times are tough” (p. 246).

Toyota has already launched is reputation recovery ad. Is it too little too late? Tiger is still M.I.A. How would you grade the two?

Sources

Kraemer, H. M. J. (2003). Doing the right thing: Values-based leadership is not an oxymoron in corporate America. Vital Speeches of the Day. 69(8), 243 – 247. Retrieved January 30, 2010, from University of Phoenix Proquest Database.

Tritz, T. W. (2002). Crisis management strategy utilized by the United States Department of Defense following the terrorist attack on America: A case study. Journal of Undergraduate Research. Retrieved February 8, 2010, from http://www.uwlax.edu/URC/JUR-online/html/2002.htm

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Renae Sanders is the Managing Director at KRS Consulting, LLC, a management consulting firm specializing in organizational relationships. Believing people are the link between strategy and success, Renae works with organizations, leaders, and managers to strengthen internal relationships. You can reach her at renae@krsconsult.com.