e4 Blog » Perspective

Making the Most of Change

Hank Wasiak — Mon, 20 Sep 2010 13:09:56 +0000

Leverage Strengths, Skills & Savvy To Maximize Assets Present In Any Situation.

Change Agents don’t have to look very far or too closely to spot resistance. Setbacks are commonplace. Unwanted and unintended circumstances abound and come from many directions…economic issues, internal politics, revenue shortfalls, entrenched legacy systems, etc. Professional and personal disappointments always arise. None of us is exempt. That’s why Asset-Based Thinking in the face of difficult situations is so important and so useful. With ABT, build your power and influence by uncovering and magnify what’s best in virtually every situation you encounter.

Over 50 years ago, psychologist David McClelland suggested that we measure the value of a given day, month or year in three ways: results, learnings, and experience. When you stop to think about it, McClelland’s suggestion is a true ABT practice. The invitation to examine what is learned and experienced—alongside the results that are achieved—creates three valuable bottom lines for any timeframe and situation.

Valuable lessons and life experience are embedded in victories and defeats, in turning points and crossroads. We may not always get the results we seek, but we are always in line to become a little wiser and a little bit better of a person as a consequence.

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Mine The Gold In Any Situation

Expanding What You See – What is happening here?

Remember the children’s magazine picture games? The instructions read: Find 8 items hidden in this (seemingly straightforward) picture. At first, you are stumped…then, suddenly, the more you examine the picture, the more you realize that things are not what they seemed at first glance. You can employ these same skills to spot new opportunities in the way you “picture” a challenging situation.

Take your blinders off and start with a good hard look at the dynamics of the current reality. Analyze what is really going on. Concentrate on tapping into the nuances. Identify the real or potentially real gains and benefits associated with the situation. Dig deeper. What is happening here that I or we can leverage? Remember that even crises and upheavals have their upsides. As an Asset-Based Thinker, you see and capitalize on the assets inherent in every situation—especially when they are invisible at first glance.

Maximize the Upside – What do I want to make happen here?

Given the assets in this situation, how can I use what is happening (whether I like it or not) in order to achieve worthwhile objectives. Which skills and talents do I or we need to move forward in a positive way? What are the keys to my success? Ask yourself (and others involved) to set specific, worthwhile objectives to be achieved as you engage the challenges and pushback at hand.

The best way to mine the gold in any situation is to find out what is meaningful and worthwhile about the situation, then take action to “milk” the situation for all it’s worth. Find out how you can use even upsetting moments to inspire great solutions and ensure that everyone involved benefits in the short-term and the long run.

Minimize the Downside – How can I prevent or contain the losses?

In the midst of personal setbacks, business downturns and resistance to change, you may be tempted to look at all the things that are going wrong or could possibly go wrong. That, of course, can be overwhelming. Magnifying what is “worst” can even lead to panic and despair. Those fear-based thoughts feed a deficit-based downward spiral. There IS a better way to contain unwanted consequences.

Make desire based outcomes the source of your strength and power. Identify the one or two real or potentially real problems associated with the negative situation, upheaval or resistance. Then create concrete strategies for minimizing the negative consequences of each problem. Next, get in action. Measure your impact. Revise your strategies if necessary. Stay the course.

A Helpful ABT Tool: Shifting From Threat to Challenge

In any given situation that you see as a problem, disappointment or setback, use this ABT Tool to shift from threat to challenge. You are far more effective and proactive when you are motivated by the “promises of victory” than you are by the “fears of defeat”.

Step One. Ask yourself, “What do I fear most about this situation? What are the real or potentially real losses associated with what’s happening?”
Step Two. Ask, “What can I or we do to eliminate my fear? What can I or we do to minimize the fear of change or loss?”
Step Three. Given this situation, what are the possibilities and opportunities for myself, others, team or organization? How could I/we grow or benefit? What could I/we learn?
Step Four. How can I/we put our drive and enthusiasm for achieving these possibilities and seizing those opportunities to work?

It was an honor and a privilege to be with all of you at the E4 2010 conference. It truly is an experience I will never forget. One final thought.

“I have always believed and still believe that whatever good or bad fortune may come our way, we can always give it meaning and transform it into something of value.”

–Hermann Hesse

Client Spotlight: Meet Tracy Riggan from IPC – Association Connecting Electronics Industries

Char Shada, CMP — Wed, 11 Aug 2010 12:00:49 +0000

Over the past few weeks we have been featuring profiles on some of our Experient clients. Clients who have joined us at e4 in the past or are joining us this year for the first time. Take a few minutes to get to know some of your industry peers. Great people you will have a chance to get to know better when you join us at e4. See you there ~ Teri Tonioli

Tracy Riggan

Name: Tracy Riggan
Organization: IPC – Association Connecting Electronics Industries
Title: Director, Meetings & Events
Location: Bannockburn, Illinois
Years with this organization: 6 Tracy will be with IPC a total of eleven years in November.
Professional background: Right after college, Tracy joined the Peace Corp in Kyrgyzstan where she was an English Language Teacher for two years. After her time with the Peace Corp, Tracy decided to stay in Kyrgyzstan for a while longer working for the company, Universal Tobacco Kyrgyzstan. At this company, she was the “catch all” person who basically wore almost every hat in the company from supply manager, customer relations manager, meeting and event planner to the housing / hotel manager (she basically managed the company owned houses where clients would stay during their visits).
Family life: Tracy and her husband, Ivan, have two beautiful children and three pets. Their seven year old daughter, Lida, recently won a goldfish at the county fair who she named, Orangie. Their five year old son, Vitaly, helped to name the family’s two parakeets, Wollie and Birdie.
Morning Routine: You couldn’t ask for a better wake up call than this! Tracy and Ivan are fortunate to have their own personal wake up calls of Lida and Vitaly crawling into bed and snuggling with them every morning around 7:45. And to make the morning even better, Tracy’s mother-in-law makes breakfast and helps to get the kids ready and out the door by 9:00! While all this is happening, Tracy makes coffee and checks emails while the coffee is brewing (oh, the joys of having an iPhone).
Biggest professional challenge currently (or ever in the past): There is no overarching “big” challenge, but a lot of little challenges such as getting attendees to to the annual meeting and flexibility in hotel contract to allow for changes based on creation of innovative ideas / changes to the conference.
Accomplishment they are proud of from this last year: All Access Pass – Created a new package for attendees to feel special and more flexible to participate.
In a game of Truth or Dare – which do you pick? Dare
Guilty pleasure: Tracy’s two guilty pleasures are chocolate (she has some everyday) and playing Solitare on her iPhone.
Favorite thing to do on a Sunday afternoon: Go any where with the kids such as the park or library, just to name a couple.
If you could have any super power, what would it be and why? This is a toss up between – seeing into the future or reading people’s mind. If you could see into the future, then you’d be able to make better decisions. If you could read people’s minds, you would be able to tell kids how to behave.
Why do you come to e4? I love the creative energy surrounding this event. The people who attend are there with a purpose.
What would you like to talk to other clients about at e4? How are other organizations using available tools (registration, social media) in creative new ways without causing too much change / pain for their attendees. How are other organizations designing successful events by using these new available tools?

Char Shada

Multitasking Machines, Distracted Drones or Balanced Bees

Nora Johnson — Fri, 06 Aug 2010 13:00:09 +0000

Many of us are subject to the same questions; 1)To multi-task or not? (Or, more importantly, does true multitasking exist?) 2) How do I keep focused? 3)What does “work” really mean when someone says, “When it’s time to work, work?” For fun, let’s explore.

Multitasking: According to Wikipedia, “Human multitasking is the performance by an individual of appearing to handle more than one task at the same time (1)”. (Please note the specified use of the phrase, appearing to handle.) Not surprisingly, in an article published by Time Magazine, research revealed that people cannot truly multitask and the effort to do so can cause someone to take longer to complete certain tasks and increase their predisposition to make errors (2).

Now that we’ve made it through the technical speak, what does it mean to us? We know we must focus on a single item in order to truly be the most effective and efficient we can be, but silence lulls us to sleep and our to-do lists are not shrinking. A short while ago, I posted a blog that addressed trust. In this instance, trust that you’ll complete what you need to complete and that you’ll do yourself a greater favor by zoning into one thing at a time. Everything has a moment and a place. You’ll thank yourself later – when it’s the right moment.

Lesson: Be present in the moment, project, activity, conversation, et cetera, and then purposefully, consciously switch gears.

Staying Focused: It’s natural to become distracted. Aside from our attention span, we must remember that everything that surrounds us was designed to capture our attention, break through our filters and stimulate or engage us. Welcome to the experience economy. From music and pop-up reminders to our favorite mugs, calendars and cell phones, we are surrounded by things that caught our attention and will continue to do so. You don’t need to stray far from your focal point to have your attention snatched away. So, what now? As the common adage goes, “When you can’t beat them, join them.”

Lesson: Know your limits and budget time intervals accordingly. If you know you can only “dive deep” for 1-2 hours, dive, come up for air and reset for your next dive. You’ll be more productive in that short, purposeful window and you won’t spend hours 3 and 4 wondering what you’re missing, rather than staying focused on the task at hand.

“Working:” I’m working, aren’t I? During the industrial revolution, people were machines – almost literally. Individuals turned a single bolt, sewed a hem, stamped a logo, et cetera. If the machine moves, you do. Each mechanical part serves a single purpose and each person serves a single mechanical purpose as well. Where am I going with this? In general, times have changed for the majority of us and we are moving from an industrial assembly line model to a contemporary thinking model – we are trusted advisors. The cogs we spin are in our minds.

Because we are in the business of cognitive thinking and analysis (ROI anyone?), we have to exercise our brains and open our minds. This means that for as much time as we spend in the numbers world, we must balance it by exposing ourselves to the creative world. This comes in balancing reporting and budgets with news, problem solving sessions, strategic planning and more. It means that as much as you look at the details, you must give yourself a moment to step back and look at the big picture. It means that you may know our industry, but if you do not read the news pertaining to your clients’ industries, you’re missing out on opportunities in the realm of “what you don’t know you don’t know.”

Lesson: Yes, you have a core competency, but that’s not your only competency. Keep yourself balanced. Give yourself breaks and realize that “work” comes through exercising and expanding your mind as much as it comes through providing physical evidence in how you filled an hour of your time.

In the end, you’ll juggle tasks, but give each task your attention. Know your focal limits and work with them rather than against them. Don’t feel guilty for working in today’s economy where thought leadership – applied to any role or task – counts. And, lastly, work will ebb and flow and when times require 150% of your efforts, give yourself the down time (ex: read blogs) to reset and prepare for the next run.

Client Profile: Hugh Easley, National Association of College Stores

Alex Young — Fri, 30 Jul 2010 12:00:05 +0000

Hugh Easley

Name: Hugh Easley
Organization: National Association of College Stores
Title: VP, Meetings & Expositions
Location: Oberlin, OH
Years with this organization: 6
Professional background: Hargove Inc., VP Tradeshows, DC area; I -X Center Executive VP, Cleveland
Family life: Two Yorkies
Morning Routine: Coffee, light breakfast, read morning paper
Biggest professional challenge currently (or ever in the past): Reducing the number of staff in a previous recession
Accomplishment they are proud of from this last year: 2010 – produced our largest tradeshow ever
In a game of Truth or Dare – which do you pick? Dare
My last splurge was: Purchasing a 52” Sony TV
Favorite thing to do on a Sunday afternoon: Go for a ride in my boat on Lake Erie
If you could have any super power, what would it be and why? Fly like Superman and avoid all the traffic
Why do you come to e4? Learn more in detail about all the Experient products/services and networking with peers
What would you like to talk to other clients about at e4? Best business practices to enhance tradeshow/conference satisfaction

Napping in the Free World

Dr. John Medina — Fri, 23 Jul 2010 12:00:44 +0000

Given that sleep rhythms fight their battles 24 hours a day, researchers have studied the skirmishes occurring not only in the night but also in the day. One area of interest is the persistent need to take a nap, and to do so at very specific times of the day.

Dr. John Medina

It must have taken some getting used to, if you were a staffer in the socially conservative early 1960s. Lyndon Baines Johnson, 36^th president of the United States and leader of the free world, routinely closed the door to his office in the midafternoon and put on his pajamas. He then proceeded to take a 30-minute nap. Rising refreshed, he would tell aides that such a nap gave him the stamina to work the long hours required of the U.S. commander-in-chief during the Cold War. Such presidential behavior might seem downright weird. But if you ask sleep researchers like William Dement, his response might surprise you: It was LBJ who was acting normally; the rest of us, who refuse to bring our pajamas to work, are the abnormal ones. And Dement has a fair amount of data to back him up.

LBJ was responding to something experienced by nearly everyone on the planet. It goes by many names—the midday yawn, the post-lunch dip, the afternoon “sleepies.” We’ll call it the nap zone, a period of time in the midafternoon when we experience transient sleepiness. It can be nearly impossible to get anything done during this time, and if you attempt to push through, which is what most of us do, you can spend much of your afternoon fighting a gnawing tiredness. It’s a fight because the brain really wants to take a nap and doesn’t care what its owner is doing. The concept of “siesta,” institutionalized in many other cultures, may have come as an explicit reaction to the nap zone.

At first, scientists didn’t believe the nap zone existed except as an artifact of sleep deprivation. That has changed. We now know that some people feel it more intensely than others. We know it is not related to a big lunch (although a big lunch, especially one loaded with carbs, can greatly increase its intensity). It appears, rather, to be a part of our evolutionary history. Some scientists think that a long sleep at night and a short nap during the midday represent human sleep behavior at its most natural.

When you chart the process S curve and process C curve, you can see that they flat-line in the same place—in the afternoon. Remember that these curves are plotting the progress of a war between two opposed groups of cells and biochemicals. The battle clearly has reached a climactic stalemate. An equal tension now exists between the two drives, which extracts a great deal of energy to maintain. Some researchers, though not all, think this equanimity in tension drives the nap zone. Regardless, the nap zone matters, because our brains don’t work as well during it. If you are a public speaker, you already know it is darn near fatal to give a talk in the midafternoon. The nap zone also is literally fatal: More traffic accidents occur during it than at any other time of the day.

On the flip side, one NASA study showed that a 26-minute nap improved a pilot’s performance by more than 34 percent. Another study showed that a 45-minute nap produced a similar boost in cognitive performance, lasting more than six hours. Still other researchers demonstrated that a 30-minute nap taken prior to staying up all night can prevent a significant loss of performance during that night. If that’s what a nap can do, imagine the benefits of a full night’s sleep