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Great Leaders Ask Great Questions

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on November 13, 2009

. 0 Comments

Book Review: Just Ask Leadership

“The leader of the past was a person who knew how to tell. The leader of the future will be a person who knows how to ask.”
– Peter Drucker

This month I had a chance to catch up on some reading, specifically a new book by Gary Cohen, entitled Just Ask Leadership: Why Great Managers Always Ask the Right Questions. It has been said that the concept of “asking the right questions” is one of the most important and least appreciated skills a leader needs to achieve desired results. To reinforce this point, Cohen interviews nearly 100 leaders, including Fortune 500 CEOs, small business owners, military commanders, etc. – explaining how leaders at every level can learn to ask the right questions in the right contexts, thus enabling both individuals and organizations to thrive.

“Leadership is about allowing others the chance to flourish, and you do that by asking questions. This empowers coworkers to find solutions, embrace responsibility, and become accountable. Moreover, it opens the door to greater productivity and creativity. Indeed, more than ever before, leaders can’t know everything. By seeking others’ input, they can inspire powerful and positive change.” - Gary B. Cohen, Author - Just Ask Leadership

In the book, Cohen details many specific questions that leaders might pose in particular situations, however in my opinion; the more valuable takeaway is his explanation of how to create a culture of question-based leadership. In doing so, Cohen addresses five key areas:

1. Improving Vision - Getting Insights form All Levels of the Organization
Vision starts with an awareness of values. Questions can illuminate the values of both the leader and the organization. This, in turn, will enable good choices with regard to interacting with customers, hiring new employees, setting goals, and succession planning.

2. Ensuring Accountability - Increasing Team and Organization-Wide Performance
Having coworkers solve their own problems is critical to building their accountability, states Cohen. Leaders must encourage people to act and, provided good-faith action is taken, failure must be used as an opportunity for learning, not an excuse for punishment.

3. Building Unity and Cooperation - Creating a Culture of Trust
To unify an organization made up of vastly different individuals, leaders must invite coworkers to share their opinions and listen well to their input. This requires asking good questions– those that house the potential for growth and collaboration– not “gotcha” questions.

4. Creating Better Decisions - Getting the Right Answers by Asking the Right Questions
Most leaders make too many decisions, “If you don’t routinely ask, ‘whose decision is it?’ you’ll fall into the trap of doing others’ work,” he writes. The best decisions are often made by those down the chain of command, not up.

5. Motivating to Action - Asking for Success
“Because I said so,” is not a phrase that will inspire coworkers. In this section, Cohen offers insights into how to motivate people by building rapport, customizing incentives, and instilling respect.

Though the general concept of “asking questions” may sound simple, it’s often much harder to execute - especially for young or inexperienced leaders. Just Ask Leadership, is a quick read that provides many opportunities for self reflection and real world execution. Worth the read if you’re looking to define or fine-tune your approach to leadership.

(Disclosure: My copy of this was furnished by the author’s PR company.)

What is the purpose of business? (theengagingbrand.typepad.com)
Marshall Goldsmith: Focus on Results (huffingtonpost.com)
30 Challenges That Can Develop Leaders (myventurepad.com)

How to Deliver Bad News to a Group

Published

Anthony Portuesi

on October 28, 2009

in Employee Engagement and Managing

. 2 Comments

shock How to Deliver Bad News to a Group Delivering bad news to a group is never an enjoyable experience for any leader. Yet unfortunately in today’s environment, it’s a task that falls on our shoulders all too often. While established techniques for delivering bad news exist, it’s often difficult to find training on disseminating negative information in the group setting. Personally, in the various management training and leadership programs I’ve been involved with over the years; it’s an area that has barely been touched upon!

Difficult conversations and delivering a negative message remain a challenge for many new leaders and this one is no exception. To this day, my previous post on managing conflict remains one of the most viewed posts on this site. Clearly the disconnect in training and execution is evident, but it doesn’t alleviate the fact that managers are continually seeking guidance in this area.

Thanks to a tip from a friend (@JonBuehner) and the insight of author/executive coach Kevin Daley, the following is an abbreviated version of a four-part plan on how to deliver bad news to a group. Kevin is clearly spot on in stating,

“No matter how skillfully you announce bad news, it’s likely to cause anxiety, result in at least a temporary drop in productivity, and prompt some of your valued employees to look for work elsewhere.”

So, how can you deliver bad news in a way that minimizes the damage?

1. Do it as soon as possible. Bad news travels faster than a space shuttle. Until an official announcement is made, there will be wild speculation by your employees. Head off the rumors quickly. Speaking up asap will let you define exactly what’s happening and accurately describe its implications. At the same time, you’ll earn points by showing that you’re in charge and are being forthright.

2. Speak candidly. Tell the employees everything that can be told. If you don’t yet know the full extent of the impending change, say so. If time goes by and there’s nothing new to announce, say there isn’t any new news, so you avoid creating an anxiety-feeding information vacuum.

3. Give them the big picture. Begin the presentation by giving context — but do it quickly. Too much background up front can make you look insecure about getting to the bad news itself. If you played a part in what went wrong, or took part in a decision that will be painful for the employees to hear, admit it.

4. Plan for questions. An otherwise excellent presentation can be undermined with an awkward handling of the Q&A. Anticipate the questions you’re likely to be asked and be ready for them with concise and credible answers. Adapt them for the particular audience you’re addressing.

For the complete background of his plan, visit Kevin’s column on the Harvard Business Blog.

Conflict Management 101 (drivenleaders.com)
How to Deliver Bad News to a Group (blogs.harvardbusiness.org)
Reflections on Leadership (myventurepad.com)

Turning Ideas into Profits: A New Tool for Entrepreneurs

Published

Anthony Portuesi

on October 21, 2009

in Entrepreneurship and Technology

. 0 Comments

moneyideaslightbulb Turning Ideas into Profits: A New Tool for Entrepreneurs At one point or another we’ve all had that million dollar idea for a radical new product that fits some unmet need. Yet no matter how good the concept, more often than not, busy schedules, lack of funds, or just plain apathy for the process, result in us taking no action to making it reality.

This week I was intrigued to learn of a new website designed to assist and empower those with entrepreneurial spirit. The aptly named LaunchYourLine.com, launched today, aimed at walking entrepreneurs through every step of the process from incorporation, to writing business and marketing plans, to finding manufacturers, and finally distributing the final product. In essence it is a platform that connects the inspiration with resources, all at no cost to the entrepreneur.

The company’s press release provides a little more clarity as to its rationale;

LaunchYourLine.com CEO Ruben Navarette first developed the idea for the website when his sister approached him about wanting to start her own line of cosmetics. “I had started a few businesses before and knew what it took to launch a line of products,” Navarette said. “But as I began figuring out what it would take to help my sister make her dream possible, I realized the process could be very complicated and overwhelming to someone who had never done this.”

Throughout his year-long research, Navarette took meticulous notes on every step of the process and began thinking about a way he could simplify the process not only for his sister but also for other entrepreneurs who might be interested in launching their own line. “I thought if someone could create something on the web, it would be able to help many more people do this on a massive scale,” Navarette said.

The result? LaunchYourLine.com, a free website that walks entrepreneurs through every step of the process from incorporating to marketing to writing business plans to finding a manufacturer and a distributor.

To learn more, check out their “How it Works” page. It will be interesting to see how well the site catches on, but from my vantage point, anything that enables innovation and supports turning ideas into action, is a step in the right direction.

Best Practices for Aspiring Entrepreneurs (drivenleaders.com)
Starting Up in a Down Economy: Is it Wise? (drivenleaders.com)
Personality Traits of Winning Entrepreneurs (startupprofessionals.com)

Are You an Authentic Leader?

Published

JimTaggert

on October 15, 2009

in Guest Posts and Leadership

. 0 Comments

“I am your servant. I do not come to you as a leader, as one above others.”

When you read these words did the person who uttered them come to mind? Admittedly, the world is adrift in leadership quotations. But what makes these words special is that they were said by Nelson Mandela, a man who truly suffered by years being incarcerated in a South African prison.

What I want to talk about in this post is leadership and to pose this question, which each of us needs to answer. “Am I an authentic leader?”

We’ve heard statements that leaders are born. But then others argue that leaders can be developed. Well, how about going back in time to hear from Aristotle:

“From the moment of their birth, some are marked for subjugation, and others for command.”

Well, that may not be all that helpful, especially when the general consensus now is that leaders can be developed.

One way to look at the issue is this way: I’ve organized the debate over who possesses leadership into two types of leadership: Big L and Little L. My personal view is that only a few of us will ever have the dynamic leadership behaviors and skills to lead organizations, private, public or non-profit, large or small, or the populace of a country, state or province. Only a few of us have what it takes to be a Big L leader.

What propelled people like Winston Churchill, Mohandas Gandhi, Golda Meir, Margaret Thatcher and Nelson Mandela to be world-class leaders? For those who are sports-minded, consider the great athletes like Bobby Orr, Billy Jean King, Wayne Gretsky or Mohammed Ali. Or how about such vocalists as Aretha Franklin, Céline Dionne or Beverly Sills?

These individuals possess an innate talent and drive that propels them to succeed. Why do some children at a very young age show an incredible skill in a certain discipline, yet other children work hard but only attain a certain level of proficiency?

To lead an organization, especially in today’s turbulent world, requires someone with unique abilities. Some of these can be learned. But there needs to be an inner drive and vision that causes that individual to want to lead others. This raises the issue of power and status, for which many people strive in their efforts to rise to the top.

So what about power?

First off, power can be an important component of effective leadership, provided it is used properly and for the right purposes. When top leaders abuse power by controlling and manipulating their subordinates, then these are not Big L leaders. They may be good managers, but when it comes to inspiring people and leading with integrity, they fall short of achieving this.

I love the following quote by the late Peter Drucker, who called things as he saw them. He believed that leadership must be founded upon a constitution; otherwise, irresponsibility will result:

I am amazed that today’s prominent writers on leadership do not seem to realize that the three most charismatic leaders in all recorded history were named Hitler, Stalin and Mao. I do not believe that there are three men who did more evil and more harm. Leadership has to be grounded in responsibility. It has to be grounded in a constitution. It has to be grounded in accountability. Otherwise, it will lead to tyranny.

Drucker was an advocate for shared leadership. He believed in employee responsibility and the need for a “self-governing community,” where individuals and teams share in many managerial activities. And this brings me to the concept of Little L leadership.

What is Little L leadership?

letter l Are You an Authentic Leader? It’s the leadership we see displayed throughout organizations and community - the day-to-day acts that people at all levels engage in. But, there are those who aren’t interested in taking on leadership roles. That’s okay. Some of them will gradually come on board, while others will continue to want to be led by their peers and managers.

This is a key point to remember when reflecting on our personal leadership styles and potentials.
It comes down to each of us being authentic in how we conduct ourselves. We need to strip off the facades we wear and own up to our weaknesses, limitations, and warts. When we’re honest and open with ourselves and others, we gain greater confidence and self-respect, plus respect from others. Be true to yourself and others will be true to you.

Here’s a personal example.

When I was in my early 30s I was promoted to manager of a team of economists. I had zero management training. Because of my own insecurities and wanting to do a good job, I became a bit of a micro manager. That was until a couple of the young economists straightened me out. It took a while but I learned to eventually let go and share the leadership with my team.

I was still the manager, but my team took a lot of initiative and consistently demonstrated leadership in their own ways. There’s no magic formula or cookie cutter approach to this. Each of us has to find our own way. In my case I had to fall on my nose a number of times.

So here are three questions you may wish to reflect on when it comes to developing your leadership skills:

1. What are my strengths and weaknesses? (Be honest with yourself)
2. What do I need to do to be more adventurous and risk-taking?
3. How can I inspire others to want to work towards a common purpose?

I’ll share one piece of advice, something I’ve learned: If you want to inspire others (an essential part of leadership), you need to be passionate about your cause.

Here’s a great story.

I recall watching a PBS program a few years ago that looked at the head surgeon of an emergency room in a large US city. As you can imagine, an ER can be an extremely hectic and stressful place in which to work. People have to know their duties and understand the interdependency of their efforts.

What struck me most about watching the surgeon (middle age black man) was his calmness in dealing with highly stressful situations in the midst of chaos. Multiple victims of car accidents and victims with gunshot wounds. As he stated to the journalist: “My staff look at me to keep it together. If I lose it, they lose it.” When his shift finished, where did go? Home? No, he went to do volunteer work with inner city Black children. For me, this guy showed exemplary leadership! But I ask you, was this man born as a natural leader, or did he develop over time?

Each of us needs to see our personal quest for leadership as one that first starts with the discovery of who each of us really is. We need: mountain Are You an Authentic Leader?

To know ourselves,
To hear ourselves,
To tell the truth to ourselves,
To be honest with ourselves.

Once we address these questions and reexamine our values and beliefs, we’ll be ready to move forward in our leadership journey. Sure, leadership skills can be learned. But the first step is a process in which we look inside ourselves.

This journey is a very personal and private one. We may or may not to wish to share with others along the way. However, one thing needs to be clear and that is every leader must go though it.

Here’s another great quote. Authors Kouzes and Posner (The Leadership Challenge) state:

“You can’t elevate others to higher purposes until you’ve first elevated yourself….You can’t lead others until you’ve first led yourself through a struggle with opposing values….A leader with integrity has one self, at home and at work, with family and with colleagues. Such a leader has a unifying set of values that guide choices of action regardless of the situation.”

Finally… Here are four excellent questions they pose to help facilitate the leadership journey:

• What are my values and beliefs on how people should operate in the organization?
• How strongly am I attached to my values and beliefs?
• How strong is my relationship with those I lead and with whom I work?
• Am I the right one to be leading at the moment?

The last question is especially important in my opinion. It gets at the heart of the shared leadership issue. Regardless of one’s “position” in the organization, there are times when one steps forward to lead and times when one steps back. As Kouzes and Posner state:

“To step out into the unknown, begin with the exploration of the inner territory. With that as a base, we can then discover and unleash the leader within us all.”

I hope this post has given you some new information that will spur you on to examine your personal leadership. Your thoughts and comments are welcome. Special note: Jim will be releasing later this fall his first e-book on leadership, entitled How to Become a Holistic Leader…Using a Principle-Based Approach

___________________________________________________________________________________

BIO
Jim has been a student of leadership for over 15 years, devoting over a decade to applied work in leadership development, organizational learning and team building. As a thought leader, he has initiated and lead several change management projects. He’s also a professional economist, and has lead research projects on such topics as labour market functioning, business innovation and industrial competitiveness. He holds masters degrees (honours) in economics and leadership. He lives in Ottawa, Canada.

Jim invites you to visit his website: http://www.LeadershipWorldConnect.com
He also writes a blog at http://ChangingWinds.wordpress.com
Meet Jim at http://www.linkedin.com/in/jimtaggart

Preparing Your Organization for Gen-Y

Published

Anthony Portuesi

on October 7, 2009

in Education and Gen-Y

. 4 Comments

Generation Y is of the age to enter the workplace and the workplace is in need of them. But are you ready for them?

Thanks to Richard Bottner of Intern Bridge, Inc, another development opportunity is in the works that attempts to close this learning gap. Set for October 26th - 30th 2009, Intern Bridge is sponsoring the Millennial Thought Leaders Online Conference, geared at preparing organizations with the tools and practices necessary to engage today’s rising talent. We know that as Gen-Y’s presence in the workplace increases, the need for growth in this area becomes ever more important. Yet sadly, for many companies, it continues to be an area that is frequently overlooked. Per the conference website,

“The Millennial Thought Leaders Online Conference provides an opportunity for college recruiting professionals, human resources specialists, line managers and supervisors, and career services practitioners to engage in a nationwide program of best practices and proven methods for engaging today’s entry level talent. From social networking to dealing with parents to learning what higher education is doing to help this unique generation, the online conference compliments professional development goals without impacting travel budgets.

Registration for the conference will be made on a per-location basis, meaning every employee of a registered organization or career office will have access to the entire content of the conference. All you need is an internet connection and a conference room where professionals can gather for presentations.”

Each daily session last about 1-1 ½ hours, with presentations from established authorities on Gen-Y. The schedule includes:

Monday, October 26, 2009 - SESSION 1 - 12:30pm to 2:00pm EST
The New Work Ethic: Why Even the Most Talented Young Employees Are Overcomplaining and Underperforming, and What to Do About It! - Presented By: Eric Chester: Author, Employing Generation Why: Understanding, Managing, and Motivating Your New Workforce -President and Founder, Generation Why, Inc.

Tuesday, October 27, 2009 - SESSION 2 - 1:00pm to 2:30pm EST
The Trophy Kids Go to Work: How The Millennial Generation’s Attitudes And Expectations Are Shaking Up The Corporate Workplace - Presented By: Ron Alsop: Author, The Trophy Kids Grow Up: How the Millennial Generation is Shaking Up the Workplace - Retired Staff Writer/Editor, Wall Street Journal

Wednesday, October 28, 2009 - SESSION 3 - 12:00pm to 1:30pm EST
Using Social Media to Recruit and Retain Millennials - Presented By: Dan Schawbel: Author, ME 2.0: Build A Powerful Brand To Achieve Career Success - Publisher, Personal Branding Magazine

Wednesday, October 28, 2009 - SESSION 4 - 2:00pm to 3:30pm EST
The Millennial Generation: How Does Higher Education Fit in The Picture? - Presented By: Rachel Reiser: Author, Millennials On Board: The Impact of The Rising Generation on the Workplace -Associate Dean, Babson College

Thursday, October 29, 2009 - SESSION 5 - 1:30pm to 2:30pm EST
Millennials Seeking Meaningful Work: How to Lend a Helping Hand. - Presented By: Alexandra Levit: Author, Success For Hire and Millennial Tweet Columnist, Wall Street Journal

If you have yet to establish a program for engaging tomorrow’s future leaders, this may be an excellent place to start. Download the official conference brochure for more details and registration information.

Would You Change Your Personality to Advance Your Career?

Published

Anthony Portuesi

on September 28, 2009

in Thought Provoking

. 1 Comment

personalities Would You Change Your Personality to Advance Your Career? Over the past few weeks, I’ve been on the road quite a bit and with each flight I find some needed time to catch up on industry journals, books, and whatever I can get my hands on. My last trip to Chicago proved to be just such an occasion, yet this time I found myself grazing the most recent issue of Spirit (Southwest’s in-flight magazine). Flipping through the pages, I came across an interesting article by Executive Editor Brad Cope, pondering an interesting question – is it possible to change your personality type to advance your career?

While there is no single personality type that can be label the “best” or “most successful,” it’s no secret that certain personalities seem to excel in the business. If you’re familiar with the Myers-Briggs Type Indicator (MBTI), you will find that “ESTJ’s” or those labeled as - Extroverted, Sensing, Thinking, and Judging - are among those most frequently on the fast track for the corner office.

“More executives and managers are ESTJ’s than any other personality type,” says Rich Thompson, divisional director of research for CPP Inc., the organization that publishes the Myers-Briggs test. “ESTJ’s are the preferred personality of America’s business culture.”

To provide a little background, the MBTI enables one to discover and understand their personality preferences. Not necessarily a concrete picture of your every action, but in general, the natural preferences that make you who you are. The theory contends that:

An individual is either primarily Extraverted or Introverted
An individual is either primarily Sensing or iNtuitive
An individual is either primarily Thinking or Feeling
An individual is either primarily Judging or Perceiving

The possible combinations of these basic preferences form the 16 different Personality Types of which we all possess. (To learn more about each personality type visit the Myers-Briggs Foundation website.)

While I won’t ruin the fun of Doug’s adventure in changing his personality, his article brings to light the importance of understanding our own behavior, how we are likely to deal with different situations, and in which environments we are most comfortable. This understanding of our strengths and weaknesses will aid us in becoming a better leaders. Conversely, learning about others’ Personality Types help us to understand the most effective way to communicate with them, and how they function best - essential pieces to creating a winning team.

Don’t know your personality type? Visit the Myers-Briggs Foundation website to take the assesment and learn more.

Brazen Careerist: Career Management for Gen-Y

Published

Anthony Portuesi

on August 25, 2009

in Gen-Y and Technology

. 0 Comments

brazenlogo Brazen Careerist: Career Management for Gen Y Since March of 2008, Brazen Careerist has provided an environment for emerging professionals to interact, network, and contribute in a forum dedicated to career development. Powered by user generated content, Brazen emerged as the social network for career focused members of Gen-Y. Being an early contributor in their community, I’ve seen the site evolve and develop into a substantial resource for navigating the professional world, and it’s not slowing down…

Starting today, August 25th, the Brazen team has elevated the community to the next level, creating what is now being called a “career management tool for next-generation professionals.”

“We are calling Brazen Careerist the career management tool for next-generation professionals. In the online career space where experienced professionals win, we’ve created a network that will help young professionals level the playing field. Instead of just a traditional résumé, at the core of the new Brazen Careerist profile is an idea-based feed that showcases your knowledge, opinions and thoughts. In other words: Your potential.” – Penelope Trunk, CEO at Brazen Careerist

Thanks to co-founder Ryan Paugh, I had a chance to preview the enhancements of the new Brazen network last week and I must say I was impressed with the concept of the recent launch. In addition to creating a professional profile, the site now allows you to showcase your resume and more importantly your ideas - something employers can’t find on your resume. Where previous functionality only enabled the contribution of content, users now have the ability to establish a personal feed, encouraging your interaction with some of the most influential members of Gen-Y.

If you haven’t visited or experienced the new site, take a look and let me know your thoughts.

Employee Retention: Can You Afford to Ignore It?

Published

Anthony Portuesi

on August 20, 2009

in Employee Engagement and Managing

. 0 Comments

employee retention Employee Retention: Can You Afford to Ignore It?

Turnover costs you a lot. And in today’s environment it‘s more important than ever to focus on developing a positive relationship with your employees. If your company has had layoffs or experienced a hiring freeze, the workforce that remains is probably working harder than ever as they absorb the work that former employees once did, in addition to their own jobs.

From the management perspective, we often approach this as “doing more with less,” however this sort of stress can cause employee morale to suffer terribly. And at some point, when the economy turns around, employees that believe they have been treated badly or feel unappreciated for their work during these lean times, will be the first quit. This leaves you without your most talented or knowledgeable employees’ right when you need them the most to start building and growing quickly.

The point being made here is that the time is now to make sure you are paying attention to your employees and what really makes them tick. To truly build and sustain strong teams, a leader must learn how to attract and keep good employees. New supervisors must be prepared to be collaborative, supportive, and nurturing of their people; flexing to meet the various needs of today’s diverse workforce.

While there is a clear need for attention in this area, it’s sometimes sad to see how many companies have glossed over their retention strategies amidst a challenging economy. Don’t fall into the trap! If your company is not devoting the time or money in this area, do it yourself!

To get started consider the free webinar coming up on Wednesday 26th by Manpower, a world leader in the employment services industry. Manpower offers a monthly webinar series on various topics, however I believe this one will be particularly interesting entitled, “Retention - When It Can’t Be About the Money.” Details for the webinar and registration link are below.

Free Webinar: Retention - When It Can’t Be About the Money

Wednesday, August 26 (12 - 1 p.m. EDT; 11 a.m. - 12 p.m. CDT)

The old saying “you get what you pay for” holds true and is always the case when it comes to your employees. The problem is that most employers think only in terms of dollars when, in your employees’ minds, “compensation” is about much more than money.

Human Resources surveys repeatedly show that people who love their jobs would not leave for a 10 percent pay increase. Only about four percent would consider an offer of 15 percent or more and the other 96 percent wouldn’t consider it at all unless the offer was at least 20 percent to 25 percent more.
So, if it isn’t about the money, what is it your people want from you? What are the intangibles that keep great people on-board and motivated?

During this webinar, you will learn:
• The four most important things employees of each generation want from their jobs
• The number one motivator that every manager has 100% control over
• The key ways to find out each employee’s drivers
• The largest mistake managers make that causes great employees to leave

*For HR Professionals - This program has been approved for 1 recertification credit hour toward PHR, SPHR and GPHR recertification through the Human Resource Certification Institute (HRCI).

How Much recognition Do Employees Need? (drivenleaders.com)
For Small Employers, Shedding Workers and Tears (nytimes.com)
Survey: economy causing big workloads (bizjournals.com)

The Best Ways to Communicate with Gen-Y

Published

Kyle Ryman

on August 13, 2009

in Communication and Guest Posts

. 0 Comments

Today’s guest post is from Kyle Ryman of ProfessionalLEADER.com.

Do you have Generation Y in your organization? You probably do, and that means that you will have to, at one point or another, have to get a hold of them at some point in time. But how will you do it? Look through these 4 different ways to find the best way of getting a hold of the tech savvy Generation Y.

1. Social Networking Sites

You will want to use social networking sites if you have a short to medium length message, that will be sent to one or a handful of people, and it will need to be read or responded to relatively quickly.

What is great about them:

They check these sites multiple times a day.
It is easy for them to access and respond to your message.

What sucks about them:

You can’t send attachments.
Lack of formatting options keeps your message length relatively short.
It is hard to easily communicate with more than a handful of people.
You not only have to be on the same social network, but you also have to be their “friend.

2. Text Messages

You will want to use text messages if you have a very short and direct message, that will be sent to one or a handful of people, and it needs to be read or responded to extremely quickly.

What is great about them:

Text messages are easy to respond to, even while in class…
Their phone will notify them as soon as they receive one.
You can be almost certain they will receive your message.

What sucks about them:

You can only use this for short, direct, messaging.
You are hard pressed to contact large groups.
It costs you money…

3. E-mails & List Servs

You will want to use e-mails and list servs if you have a medium to long message, which will be sent to any sized audience, and it needs to be read or responded to within the next few days.

What is great about them:

You can send longer, more detailed messages.
You can send attachments.
They normally check their personal e-mail at least once per day (more with a smart phone).
Emails and list servs make it easier for you to contact large groups.

What sucks about them:

They don’t check this as much as they do their social networking sites.
If you don’t send to their personal e-mail, then good luck.
There is a “slight” risk of their spam filter filtering you…

4. Phone Calls

You will want to use phone calls only if your message is too complex to be expressed any other way, i.e. you have got to talk to them.

What is great about them:

Phone calls are a very dynamic medium.
You actually know whether or not they got, and understood, your message.

What sucks about them:

You can only contact one person at a time.
They probably won’t pick up, for whatever reason…
They will not listen to any voice mails that you send. Or, at least not any time soon.

The Key for You…

…is matching medium to message. You have got to know what kind of message you are sending, what timeframe they need to respond in, and how many people you will be sending it to. If you take those three things into consideration and match them to the appropriate communication channel, then you will stand a much better chance at getting a hold of your Generation Yers.

My Question to You:

When you have to get a hold of Generation Y, how do you do it?

_________________________________________________________________________________

Kyle Ryman is a guest contributor and author of ProfessionalLEADER.com. He is a second lieutenant in the U.S. Army (infantry), and a recent graduate of Texas A&M University with a B.A. in History, Minor in Communications, and Certificate in Leadership Development and Study.

Are You a Manager or Leader?

Published

Anthony Portuesi

on August 10, 2009

in Leadership, Managing and Thought Provoking

. 3 Comments

leader or manager Are You a Manager or Leader? Often people use the terms “leaders” and “managers” interchangeably, however, there are many distinct differences. While a good leader must be a good manager, it does not necessarily follow that a good manager is a good leader. Whereas both are essential for success, they each play different roles in getting there.