The Nature of Value

Some members of my team from the US and UK spent a fascinating day with my co-author and friend, Alan Weiss. I had asked Alan to help us with a new process for helping companies convert current performance into potential performance. We’re excited…it seems we’re clearly onto something.

With any consulting offering, a common question is, how should value be established? I can think of a particular company who hired an ex-consulting firm partner in a senior role, whose response to an outbreak of rabid cost-cutting was to try and convert every trusted advisor to the level of a commodity vendor, demanding time sheets virtually and even reneging on established terms of business. This then became a company that signed up for “deliverables” (consultant-speak for methodology, activities, inputs) at the lowest cost rather than outcomes at the best value (defined as ROI, transfer of skills, relevance of solutions, depth and degree of customization to their particular situation, etc).

Most of our clients are either inherently wiser, or have sagely allowed themselves to be educated in this regard. I remember recently an HR person going into “shock” when I advised that a coaching intervention being asked for by his boss, spanning six months would be $35,000. I wasn’t doing the coaching personally, it would have been more. But I’m not sure it would have been more value to the coachee, given the situation I wasn’t needed. This other coach from our network was the perfect foil. When I unpacked “value” in terms of this coachee being a country manager for a $25 million country operation, who they knew was at a behavioral plateau that would keep him from moving up in the organization to potentially oversee a $100 million per annum regional operation, the money ceased to be the discussion. We shifted to making the coaching valuable. We would do a base-line 360 before and after, provide access to the coach throughout the period and some teleconferences as needed in preparation for the face-to-face time, there would be time observing behavior “live”, their regional boss would get input as to how to reinforce the coaching, and we would be tracking throughout clearly defined improvement areas. Heck by the time we finished the discussion, they were excited by the “deal!” We received another call to engage another country operation head for them just two months into this assignment! Fees were never questioned again.

The nature of value is multi-faceted. But eliciting and defining value from the perspective of the organization and the leader(s) in question is what our job is. Until that is established, running around “doing things” is just feverish confusion. Billing anything for that is definitely charging too much.

Some value facets include:

*Business outcomes (improvement in some overall business metrics or results)

*Market based continuous improvement and/or innovation (growing the capability to profitably and distinctively serve a market segment and customer base)

*Process simplification (ways to simplify, focus or amplify business activity for gains in productivity or elimination of waste)

*Interactive benefits (less wear and tear, candid and constructive communication, stronger relationships, more productive collaboration)

*Engagement benefits (creating an environment that enables discretionary commitment, improving your employee value proposition to improve retention and development of top talent, aligned and focused effort)

This is almost a “balanced scorecard” of value, where the business results are almost lag indicators and the improvement/innovation, process, interactive and engagement improvements are lead indicators.

Not all assignments may require a focus on all these elements, but to the extent that what you do, in partnership with your clients (as you have to ultimately get them to take accountability and take appropriate action), provides gains in these five arenas, you will not only deliver value, but that value will be palpable.

Without awareness of the potential interplay of these or similar elements, you may well help to produce gains, but your clients most often won’t be able to sustain them.

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THE REAL NATURE OF THE CONTROVERSY

There is currently much furore about the proposed building of a Mosque and Islamic Center two blocks from Ground Zero. The essential positions as best I can glean are as follows.

Those who feel the Mosque shouldn’t go up in that location are wielding signs saying things like, “You can build a Mosque at Ground Zero when we can build a Church in Mecca.” That’s of course palpably absurd. Why would citizens in the United States be barred from building a house of worship, contingent on an outbreak of tolerance in another country, over which they have no control? And who is this “you” and who are the “we”? If someone is a Muslim they don’t automatically become “you” surely. They may well be American citizens, i.e. “us”.

But more sanely there are those who say this is unnecessarily inflammatory and insensitive — why not build the Mosque and Islamic Center in another part of Manhattan? Why rub raw wounds or provoke unnecessary, even if somewhat misplaced, ire? If you’re not making a statement, surely this location wasn’t necessary.

On the other hand, there are two types of supporters. Those who defend the legal rights of those who are proposing this construction, and those who feel a statement of a very different kind needs to be made.

The legal side is clear. Those who rail against Mayor Bloomberg’s constitutional stance that the government cannot interfere with a lawful private group building a house of worship on private property, are really advocating a slippery slope. If mass appeal determines rights, rather than laws, we are all eventually undone. And hysteria against groups, Jews, Catholics, the innocent majority of Muslims in this country, is nothing to either have amnesia regarding, or to stoke anew today.

The other basis for support comes from those in the Muslim and interfaith circles who know that Osama Bin Laden and his murderous, bigoted, unholy thugs would like nothing better than to “hijack” the faith of a billion people and equate their savage barbarism with it. It is in no one’s best interests, whatever your theological beliefs or lack thereof, to allow them to succeed in this equation. Too few Muslim leaders have spoken courageously enough, clearly enough, about taking their faith back. If this Center becomes a symbol of healing, a way to promote true interfaith interaction, an alternative paradigm for the practice of Islam, the pain could be transcended, and we could potentially find hope among hatred’s debris. But if this is the case, those promoting this construction should make it, vociferously and unambiguously. That would be an effort worth joining.

Let me offer some unsolicited consulting counsel to both sides. To the detractors, beware that the same end of the pencil can erase things you hold dear as well. Paraphrasing something Thomas More once said, “I would give the Devil the benefit of the law, for my own sake.” Well these aren’t devils. These are people brought up in a faith that hopefully they hold dear, people who want better lives for their own children and families, just like anyone else. Defending their rights, even when unsavory to some of us, is the very nature of what makes a right. And for God’s sake and ours, let’s not make this about Islam. Simple statistics demonstrate that if just being  in this religion made people violent, then there would be a billion warriors. There aren’t, happily. There aren’t many Indian Muslim terrorists, or many Bengalis, or Singaporeans, or Sri Lankan Muslims on the front lines…it’s clearly about more than the faith.

On the other side, let’s tread softly. A desire to rehabilitate the perception of a faith precious to you, a desire to take a stand in creating a positively transformational dialogue (and we have to pray that’s what’s behind this) cannot be done with indifference to other people’s pain. Whether you feel others are inappropriately transferring their rightful loathing of the acts of the terrorists to a religion that is being unjustly abused and manipulated, the pain remains and has to be acknowledged on its own merits. And the sensitivities and the fears and yes, maybe a measure of paranoia, have to be outgrown, they cannot be bulldozed away.

It would be wonderful if in this clash of views, in this debate, we could accept we are facing a dilemma — a conflict between two rights, not between a right and a wrong. And if we could have the guts and humanity to ask for dialogue, if we could share our pain and our passion, reflectively and openly…we would potentially create a dynamic that could do real homage to heroes and victims here and elsewhere, and to all those who believe their values and their faiths call on them to ensure hatred and fear don’t have the last word.

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Judged By What?

I’m astonished by the number of people who bristle when you challenge them. Even if you challenge them on observable behavior (i.e. not letting others complete their sentences, or pecking at their “Crackberry” during a critical presentation, or being habitually late armed with a newly varnished excuse each time), they act as if you’ve launched an existential attack on the very basis of their being or worth.

Here is an anomaly. We believe we know what we’re capable of. So rather than being judged on what we do, we expect people to give us a break on the basis of what we’re capable of. The average person will not oblige. Life is short, they’ll extrapolate from their present experience of you. That’s the impetus to get the job done today, to get your act together now, to do what you say and finish what you start. Despite that, you will have blinkers and issues — we all do. Great leaders will see past the mists of your limitations and the storm clouds in your emotional weather systems and glimpse your larger abilities and perhaps even your positive intent. They will then challenge you to step up to the first and better exemplify the second. They will customize how they engage you, reinforce you and enroll you accordingly. When you experience such a leader or team…hallelujah! But if you need such a leader or team to come through…your life will be one of perennial disappointment and vexation.

Most of us judge others on the impact they have on us. Whether they intended it or not seems not to matter. “It hurt!” And if you didn’t know it would hurt me…well you should have! Or so is the implication inherent in our bruised outrage. On the other hand if we have a negative impact on someone else, and we know it’s not what we intended, we feel a sense of injustice if the other person judges us on impact rather than intent. Of course they often don’t know our intent, but damn it, they should! Or again, so is the implication as we nurse our bitterness. Always become a student of impact, and explore intent. Defer reactions until you’re on the other side of that exploration.

So, should we be judged by actions or by potential? Should we be judged by impact or intent? Both.

We must drive our actions and build confidence in ourselves and others by reaching for our potential, “failing forward” if we must.

We must be sensitive to impact and taper communication to the receiver, rather than exalting the sender (us). At the same time, we must drive the real intent forward if it really matters. We can’t let volatility of impact have us withdraw…that’s just a form of manipulation. Similarly we must make ourselves easy to engage…less prickles and more hospitality for collaboration.

Let’s ask to be judged by who we are today, and coached towards who we can become. Let’s own our impact, but share our intent. Let’s share impact on us, and be open to understanding the best intent of the other person. As we do, we improve our accountability and our capacity, both for performance and building productive relationships with others.

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The Price of Civility

Today as I arrived at our office in New York for a 9 a.m. meeting,  a number of us entered the elevator. This elevator requires that you have a building pass which you have to electronically swipe to be able to push the floor you want.

A well dressed gentleman with silver hair entered, and without a glance at the other four of us, plopped his briefcase down to keep the elevator door from closing. This presumably so he could pull out his pass. Well, he pulled out his wallet and put it up against the electronic sensor. It didn’t work and he vainly tried to push his floor. He repeated this exercise twice, thrice, four times, as everyone else got increasingly annoyed. Another elevator arrived across the way. All of the rest of us dashed into it, leaving the adage of insanity being the emphatic repetition of what doesn’t work, to continue to be demonstrated behind us.

“What was he doing?” asked an incredulous woman, once we were safely on our way. I explained what it seemed he was attempting. It seemed obvious that he could have, and should have done one or more of the following:

*Apologize to everyone else and ask for their forebearance.

*Pull his card out of his wallet and see if a direct engagement with the electronic sensor would work.

*Step out and ask the lobby attendant who was nearby for help.

I audibly bemoaned the absence of civility. As we were moving up various floors, one of my fellow passengers said, “You know after 9/11 there was an upsurge of civility and awareness of other people, and it’s started to slide back down again unfortunately.”

I agreed, commenting that it would be a shame if it took a cataclysm or a horrific act to “shock” us into having manners. Surely we can do better.

Now perhaps I’m generalizing from an isolated incident. Perhaps, but I doubt it. Obliviousness does seem rampant. As professionals, as neighbors, as citizens…it would be nice if we could transcend self-absorption enough to see if we can help each other along the way. The price of civility isn’t high — but its impact is often profound.

Yesterday at Whole Foods, in the queue waiting for an open register, someone took a place that was rightfully that of the neighboring line. An elegant lady tried to intervene but was rebuffed by these rude and “rushed” people. She turned to those next to her and said, “No problem, when my turn comes, you take it, as they were in my line.” I smiled and thanked her on their behalf . She said, “It’s the least I could do.” It wasn’t.  But I wish we could all remember to behave as if it were.

Try it in work, in business dealings, in transactions and interactions. Work will flow better, relationships will be more robust, loyalty will flourish. And you’ll do your part in cultivating a world we’ll all more readily enjoy living in.

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The Intimacy of a Special Collection!

I’ve long been a fan of the restaurant Del Posto. It is stunningly elegant, formal and yet cozy, and the cuisine shines. It is haute Italian, of multi-Michelin star quality (and when they lose a Michelin star, I suspect a wayward night for the inspectors, not the kitchen), and yet with exotic imagination and whimsy.

My wife and I dined at the very bespoke “Chef’s table.” One such table a night, maximum — no more than four. The Chefs personally preside, and deliver each dish, drawn from the best of the season. The dishes are not plucked from the current menu, but are a window to the chef’s imagination and the kitchen’s capabilities.

This is grand cuisine served intimately. Porcelain from Richard Ginori of Florence, copper from Alessi, silver from Sambonet and crystal from Movia of Slovenia. Gorgeous, stunning, at times eye-brow arching and at other times, simply breathtaking.

Warm Tuscan bread arrives, drizzled with the best vintage olive oil. Luscious champagne accompanies it.

A Bagna Cauda is next, a succulent paste made with anchovy, garlic and olive oil, accompanied by a lovely Pigato “U Baccan” by Riccardo Bruna 2008, wonderful minerality to accompany the paste and the variety of vegetables, pastries and cheese to dip into it.

A masterpiece follows! The balance of the anchovy garlic paste serves as a foundation for soft scrambled eggs with caviar and shavings of pumpernickel. Extraordinary! Luscious, and a riot of flavors on the palate. This is matched by an “Alteni di Brassica” Sauvignon Gaja 2007…rendered more exotic because it also has a lovely touch of Chardonnay.

Wonderful wild Black Bass arrives with Moroccan spices, drizzled with clam juice and uplifted by fennel — both sashimi and fish at once. The accompanying Cerasuolo di Montepulciano d’Abruzzo 2007 is Italy’s finest Rose — complex and yet palate-puckering.

The intervening salad is more than filler by far. Head cheese and tuna with a lovely rose Champagne. A medley of colors and flavors, on the palate and for the eye.


The Chef switches gear and out comes a procession of extraordinary pasta. It begins with the Anellini with Black Truffle and Reggiano, rich and almost decadently flavorful. It is matched by a lovely, refreshing Chardonnay.

Another masterpiece! A 100 layer Lasagna that simply redefines Lasagna, moist pasta, rich flavorful ragu, interlaced together in a perfect symphony of tastes and textures. The Aglianico del Vulture “Caselle” 2004 has great depth, if not complexity and so picks up the richness beautifully.


The final in this portion of this exquisite collection is Polenta with duck eggs and frozen shaved foie gras. The richness of this exquisite combination virtually jumps up from the sheer mention of these ingredients. The Montefalco “Collepiano” 1999 has dark fruit, good balance, and a wonderful finish.

For the final savory, Veal in ash arrives, abundant with juice , soft, rich, lovely. The Barolo “Sarmassa” Bergadano 2001 is spicy and elegant — a fitting companion!

Simple salt baked pineapple, though sliced and served with magisterial flourish from a handsome tray, comes to refresh and revive the palate.

An exquisite dessert caps an unforgettable experience. An Eggplant Crostata, lightly glazed with chocolate and paired lusciously with sheep’s milk ricotta…moist, flaky, evocative, layering the palate with texture and flavor. The Recioto della Valpolicella 2000 demonstrates the sheer velvety finesse of this delectable dessert wine.

We arose having feasted, having been awash in genuine hospitality of an increasingly rare kind, enjoying grand surroundings but exceptional intimacy — our own cocoon of elegance and enjoyment.

“Del Posto” means “of the place”. Well this meal was of another time,  and with great artistry and culinary wit, that time was brought triumphantly and unforgettably back to life at “this place” today!

GRAND TASTING COLLEZIONE

Pane

FILONE Hot Pot with Vittorio Cassini 2010 served with Champagne Duval Leroy 1996

Primo Assaggi

PINZIMONIO in Bagna Caoda served with Pigato “U Baccan” Riccardo Bruna 2008

Smooth Scrambled EGGS served with Sauvignon “Alteni di Brassica” Gaja 2007

INSALATA CAPRESE with Testina di Tonno served with Champagne Rose, Alfred Gratien NV

Pesce

Fonduta con ANELLINI with Black Truffle and Vacca Rossa served with Chardonnay Isole e Olena 2008

100 Layer LASAGNA served with Aglianico del Vulture “Caselle” D’Angelo 2004

BIGOLI con L’Anatra and Goose Liver served with Sagrantino di Montefalco “Collepiano” Arnaldo Caprai 1999

Carne

VEAL in ash with Grass and Corn served with Barolo “Sarmassa” Bergadano 2001

Intermezzo

Salt baked PINEAPPLE

Dolce

EGGPLANT Crostata with Sheep’s Milk Ricotta Stracciatella served with Recioto della Valpolicella Lorenzo Begali 2000


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When Carpeting Doesn’t Work…

I love Changi Airport. Justifiably rated as the world’s best airport. Why? Because it’s designed to facilitate travel, not as an ego-testament to a designer. It’s not jaw-dropping…but then distances aren’t back-breaking either. Your luggage is there by the time you clear immigration, which usually takes less than 10 minutes. In fact, you can count on being in a taxi within 30 minutes of landing. Wonderful!

Most airports are designed to look good in glossy magazines and fail miserably in terms of facilitating travel or enhancing the actual traveler’s experience. It’s a confusion between “means” and “ends”. As a Consultant, I am constantly exhorting customers to ask of every tactic they debate, “What is this really meant to achieve?” Ensure the “Ends” make sense and are aligned on, then and only then, debate tactics. As the old saw reminds us, “When you don’t know where you’re going, any road will take you there.”

Alas, even Changi in its revamped Singapore Airlines Terminal has fallen afoul of this confusion. To enhance the aesthetics of the terminal they’ve put in plush carpeting. That’s lovely, except for the fact that most travelers have some form of bag with wheels. Those wheels don’t perform well on thick, plush carpet. But they glide effortlessly on uncarpeted floors for which they were designed. So as you emerge, dragging your wheeled bag across the fine grains of a totally gratuitous and effort-exacerbating carpet, you curse whichever interior designer sold the decision makers on the misguided conclusion that carpeting would add finesse and aplomb to the glistening new Terminal. The “means” frustrate the “ends’, of efficient client passage and movement.

A good question to ask often is, where have we provided “unnecessary carpeting” for which we congratulate ourselves, but which adds nothing to client success, customer value or any enhancement of the experience people come to us for? The shiny brochures, bespoke offices, bells and whistles, scripted phone greetings, industry certifications and more land with a thud if at key “perception points” we misfire and frustrate those who deal with us. Then these gewgaws are irritating, nothing else.

As I write, people around the world have had travel plans disrupted as volcanic detritus is spewed into the skies from Iceland, and due to unusually clement weather, is settling in over much of mainland Europe (rather than being blown away). Weddings are being missed, family reunions ruined, key medical treatments and business engagements rendered impossible, people stranded and more. Many service providers are dealing with distraught and helpless people. How they handle them, at least hopefully with a modicum of humanity and empathy, will make all the difference to how these providers are perceived when the cloud finally moves on or is dissipated. The “carpeting” won’t count. But responding with imagination to mitigate what can be mitigated, and with clarity, grace and compassion otherwise — as much as strained resources permit — will bolster or decimate loyalty. When people are vulnerable, they are also most open.

We would do well to remember this in normal times. The invitation to serve someone is an invitation for them to rely on us.

Always separate out “means” from “ends”. Get the ends right, then keep course-correcting on the means. And don’t just rush to “carpet” everyone with tangential “solutions” and potentially irrelevant enhancements.

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Communication Matters!

Yesterday we were flying from New York to Jeddah Saudi Arabia — an arduous trip, mellowed by the superb First Class Suites on board Emirates.

We had four hours to “revitalize” at our Dubai “home” of Raffles Hotel Dubai.

We arrived at the airport in Dubai to learn the flight had been delayed from 4:15 pm to 5:35. I asked why no alerts had been sent out, and why this wasn’t updated, as we had checked not long before. They said, “We just heard.” This, by the way, was pried out of someone at the First/Business Lounge. Our Boarding Card had been given to us with the new departure time with nary a comment. Only as we were passing through security did I notice the time anomaly and then inquired, with some concern, as we entered the Lounge.

The new departure time was 5:35. We arrived at the gate just after 5 to see “Boarding” flashing. We went in. Crowds milled, including those heading to Saudi Arabia for religious pilgrimage and others, like us, going on business. Apparently, “Last Call” was flashing outside. 40 minutes subsequently elapsed, with no announcements or updates!

People started cursing, getting restless, some had been on a connecting flight and waiting since that morning to get on this flight. Others swore they would fly Saudi Airlines on this sector next time. I had learned in the Lounge the first delay was due to a late departure because of boarding problems in Islamabad — these days certainly a hotbed of security concerns. However, virtually no one else in that teeming crowd had even been told that.

We pushed our way out to accost the gate agent, who was duly hapless and kept saying, “5 minutes, 10 minutes.” This after 40 minutes of no announcements or updates!! People started yelling about missed connections, others said there was no place to sit and they weren’t “dogs”. Not sure about the relevance, as dogs would have found a way to settle on the floor doubtless with less fuss than us humans. Or maybe, that was his point…

No manager was in sight. Apparently, if you’re delayed, due to the long processing times at Saudi immigration, if you miss your slot, you have to await a new landing time clearance from them. That then messed up Dubai Civil Aviation paperwork and the pilots experienced the bureaucratic nightmare from hell, seeking the missing person whose signature was needed on the revised paperwork!

Regardless…passengers in this day and age understand security delays, and will swallow (as we have no choice) stupid “paper” delays. What we saw was mounting anxiety, aggravation and anger at an otherwise superb airline because the absence of communication made people feel irrelevant and marginalized. To have “Last Call” flashing to herd us all in, when clearly the pilots must have known they had no idea how much longer the signature might take, showed a “disconnect” between technical systems and the real aims of the airline…paramount among them, transporting customers yes, but in a way that builds loyalty and hopefully an emotional connection with you. To then have no Managers or anyone visible and present, apologizing or handing out vouchers to a nearby coffee shop, or just expressing empathy, created a real furor.

On board, they were wonderful. I told all this to the Senior Purser who sought us out as we’re premium Gold Card passengers who travel for a living. He was shocked that there had been such evident detachment and apathy.

Communication matters. Whether you’re trying to explain Health Care in a way that connects to people’s lives, or when the “ally” we’re propping up in Afghanistan threatens in a Press Conference to go over to the Taliban, when a service provider deals with an unanticipated problem, or simply when we seek to convey a tough truth to someone we love. “Don’t communicate until you have something to say,” is a pernicious default setting.

That way, companies have lost productivity and passion, countries their will, families their trust, due to people not over communicating in times of crisis and challenge, and paying the ultimate homage to the humanity of others: caring enough to build a bridge from the situation to our willingness to make it better for each other…to truly connect and collaborate accordingly.

This matters…so make it matter for you, your family, your business and your community!

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Unhappy with Happy Sheets

Course evaluations are usually dumb, counter-productive and distorting.  Conference evaluations are largely the same.

They are actually NOT “evaluations,” that is the problem. They are “happy sheets”.

Moreover, what you want from participants and attendees is not “evaluation” of the Conference or training session primarily (though secondarily, that can be relevant and interesting). What you want is evaluation of the applicability of what they experienced, the “return on energy” once they seek to convert ideas into action.

If you charge Trainers and Conference organizers with getting rave ratings from people, you incentivize them to taper what they do to “popularity”. But what if organizational value comes from making people uncomfortable, from challenging them? Then the “evaluation” should be related to whether this discomfort was constructively provided, led to a helpful change in behavior, or created positive momentum in a direction sought. People may hate having to be challenged, and the organization may love the results.

If a key strategy has to be understood, then lack of social time may be indeed a Conference deficit objectively, and yet consciously be taken on, because of how mission-critical getting everyone’s engagement around the strategy is at that juncture. Though everyone may understand that, they are unlikely to give high scores to the statement “We had enough time to relax, socialize and enjoy our surroundings.”

We can while prioritizing landing the strategy, consider if slightly  more time can be taken, or a more neutral location selected (if truly we cannot enjoy where we are, why bother?).  And that’s why I say these observations are secondarily relevant.

But the primary issue is to discern and advance whatever the real aims are. Now if another Conference was created primarily to build relationships and bridges across disparate global teams, then the critique of inadequate time for bonding, engagement, team-building and more, becomes more damning.

The point:  there should never be a one size fits all “checklist”. But we should be checking on achievement against our highest priority aims.

I also have found that if people are being chased for evaluations, they are never “in” the experience, but are constantly second-guessing it, often from the default settings of their own preferences, paradigms or at times, even prejudices. There is a time to engage and experience and get the most out of an  experience. Then, there should be time to reflect, to consider and to recommend. These are different faculties and should be utilized distinctively as such…each at appropriate junctures. And the questions we ask, should reflect what we are really after, not a generic set of standardized aspects.

Relative to learning experiences, evaluations should consider pre-session engagement by bosses and preparation of attendees, the actual experience, action-planning and tracking with bosses or other mentors in the aftermath, results achieved, and therefore an evaluation of the total process, including the briefing given to the learning provider, and the customization done if relevant.

“Presentation skills” of providers are a certainly relevant and valuable but hardly the most critical aspect we should be evaluating. That’s wonderful icing. But did the right cake get baked?

Presenters can wow and enchant, and provide little of take-forward value. Or people can be charged up, ready to go, and bosses can be disinterested in their experience or its applicability….thereby blunting the cutting edge of any learning.

The learning experience should be construed as a multi-faceted partnership between boss, participant, experts or coaches, and the organization-at-large. Otherwise there is scant ROI, and we are just tossing money overboard in the hope that some stimulus will “stick”.

So forget happy sheets. Get people to engage first, evaluate second. When they evaluate, evaluate actual outcomes of value to the organization primarily, and the entire process that is to deliver them. Secondarily, check out what people thought of acoustics, food, visuals used, even presentation skills. A total “hit” in terms of being wowed by the presenter, hotel, visuals, can deliver a total dud in terms of learning value.

No reason not to have both we can argue…but get the split of attention right based on what is really essential. Let’s sweat the real stuff first…and the “surround sound” next. First value, then sizzle!

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Making Conferences Matter

I’m writing from Penang, Malaysia, after a Global Conference for a global personal care powerhouse. We helped design it, organize it, facilitate it, and to coach key leaders in engaging their people.

It was in direct contrast to typical Conferences which truly are elaborate time wasters. There are numerous problems with conventional Conferences.

1) They waste budget that could go into genuine development efforts.

2) They allow mechanical and uninspired bosses to tick a box to demonstrate they’ve done something “to bring our people together”.  Even though often they’ve confirmed grounds for apathy and cynicism and additionally served to entrench cliques who tend to flock together, hang out together and fortify each others pet prejudices.

3) There is not only a huge cost but scant ROI because the real cost is all the untracked commitments made during the Conference. Fuzzy questions (as no one wants to say the Emperor has no clothes) elicit fuzzier answers (as titular “leaders” are loathe to commit to anything without first going to committee to ensure any action has been rendered anodyne).

4) Any “team building” or “bonding” component is artificial, contrived, treated as a graft or an off-ramp, and rarely integrated with the overall flow of activities.

5) The quality of internal presentations is often truly appalling, with Powerpoint overload and acronym avalanches predominating.

6) More time is spent on getting t-shirts and banners right than engagement right. This then begs the question, “How much of what we experienced or achieved could have been done by Webcast?’  The answer had better be that at least 50% of what we did could only have been or certainly best be accomplished in a “high touch” setting, or don’t bother.

The Conference we just concluded was one of the very best I’ve seen.  Here’s why:

1) The leaders have spent time becoming a true team — a team with both unity and diversity in appropriate measure. This was evident and remarked on by numerous delegates.

2) Messages were crystal clear. The split between vision (where we are going) to plans (how we will get there) to capabilities (things we have to build and transcend in order to deliver) to people (tracking an intensive engagement survey and team dialogues as prep) to action planning (real actions we will take in our natural teams right away) to leadership commitments (made clearly, unambiguously and with a time-line by the senior team) was just about right.

3) Different modes of engagement were in evidence. Superb videos to titillate the senses and replete with comments from key stakeholders, the ability for delegates to Tweet comments in real-time, plenary huddles and live Q&A with senior leaders in a “fishbowl” at the front, culturally relevant activities like helping to paint a part of your portrait on a Batik that became ultimately a stunning piece of art with everyone’s “piece” being a part of the whole, a chance to compete in a race around historic Georgetown (the Unesco World Heritage epicenter of Penang) interacting with locals and partaking of local activities and delicacies, innovative venues for dinner in historic mansions and glittering ballrooms and our own outdoor hawker stand, great jazz bands and DJ’s and local dancers, a chance to make music with rhythm experts, a caricaturist who captured key moments with insight and edge, a wonderful recognition ceremony where teams (and not just individuals) were acknowledged for specific achievements and progress, wonderful break-out syndicates where different leaders presented plans and answered questions, daily huddles and rehearsals by the senior team to course correct and calibrate, and the willingness of the global boss to be coached, and to connect as both leader and human being in a closing that was an “opening” and which brought 200+ people to their feet.

4) Each presentation was challenged to be a) specific b) interactive c) relevant d) future-creating  e) succinct  f) delivered by someone who had a real passion for the subject.

5) Facilitators from our side coached and helped capture commitments and will follow through. The mode of follow-through and the time-lines are clear and committed to.

People found it illuminating, fun, entertaining. New relationships were created (the most critical thing you can’t do by Webinar), next steps understood, emotion engaged.

Then the price-tag becomes a true investment, the time and energy provide astronomic returns, and the Conference becomes a true launch pad and catalyst.  Don’t settle for something else — it will inevitably then be something less than what it should be.

A Conference is to bond, provoke, guide, focus and liberate collective potential. If two days or so can do that — and they can when done right — wow!

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Chad Barr Interviews Omar Khan

In this fabulous podcast interview, Chad Barr had the chance to chat with Omar Khan, founder and senior partner of Sensei International and author of several books. We discussed some fascinating topics: What is a global consultant, how do you become a successful one and how do you get started. We also talked about his international company, building and sustaining remarkable relationships, how to succeed in this economy, his blog and the book he co-authored with Dr. Alan Weiss, The Global Consultant.

Click below for podcast to start

 
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and now also on iTunes

Click Here for Chad’s entire podcast series

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