A Better Me

Many of you are aware that the West Coast Ultrasound Institute has immersed their students in ‘professional values’ and the mind-sets associated with those values. See my post from Jan 28, 2013.

As part of the student’s learning they were asked to write a 1,800 word essay about professionalism and its impact—current and future. I’m told over 200 papers were produced. I have read over 50 of them, they were fascinating. Several students mentioned how the mind-sets had not only impacted their work-life, but their personal life as well.

Many students at West Coast are transitioning from their current vocation to another (e.g. medical imaging) —they work at their ‘day job’ and attend school at night and on the weekends. Jennifer Fruin is one such student. She’s currently a hair stylist. In her words, Jennifer was hired to, ‘wash, cut, style, repeat’. I was impressed with her paper and thought you would be too.

Jennifer has gone through some remarkable changes, the type that one would reasonably be called transformational. Here are a few snippets from Jennifer’s paper:

Catalyst For Self-Improvement: “…I sure didn’t feel the fulfillment. I felt as though I was just clocking in and cutting hair [as my] complacent role dragged on. I let it seep into my personal life and I did not notice a problem until I read The Power of Professionalism. Cover to cover, the book spoke to me. I made myself a cheat sheet, to show me what I learned in each chapter and how I would apply it to my own life.”

About Mind-Set #7: “This mind-set did away with my secret stash of anxiety, distrust and negativity. It gave me the comfort I so desperately sought out, and helped me lend my trust to other employees and helped me place trust in my family.”

Transformation: “Today my world is different. I’m listening to my clients like they require me to. I am spending quality time with my kids. I’ve released the anger I was holding on to …”

The Book: “The Power of Professionalism to me was more than a book teaching me how to act ‘professional’. This book showed me how to be a better me. It showed me how to succeed in any given area…..Bill Wiersma really broke the mold when he wrote this book.”

It was really gratifying to learn of Jennifer’s growth and how she became a ‘better me’. Gratefully, Jennifer has student colleagues who experienced similar outcomes.

To read Jennifer’s full paper, click here.

Enjoy.

Aspirin or Vitamin?

As Seth Godin reminds us, “we’re far more aware of our problems than our opportunities”.  In my work with leaders of organizations, that almost always holds true.

Intrigue turns to enthusiasm as leaders learn about the potential in applying professional values within their organization.  Invariably they initially see the approach as an aspirin to be dispensed in attempting to correct undesired behavior (think: alleviating pain) within their organization.

That’s completely understandable as so many of the headaches these leaders face stem from so-called adults within their organization behaving badly. These same leaders often find themselves exacerbated by the need to invest (what often turns out to be) endless numbers of hours mitigating problems that never should have occurred in the first place.  In the vernacular: it’s a ‘time suck’—one that siphons valuable energy away from weightier matters.

I get it….and I’m sure you do too!

Yet, correcting undesired behavior is the most basic, most fundamental application of professional values within organizations.  It’s a good application. And as helpful and powerful professional values can be in correcting undesired behavior, there’s ‘more to get’.

In other words, professional values can proactively serve as a vitamin to help grow and sustain a healthy (internal) culture as well as a vibrant (external) brand.  This is the best application. Properly implemented, the vitamin approach supports and sustains opportunities.  It materially aids everything from sales to supply-chain management; improves functions as disparate as marketing to recruitment.

Trouble is—because of the pain they’re experiencing— too many leaders use professional values as an aspirin and stop.  Regretfully, these leaders fail to realize the powerful benefit that comes from the vitamin side of the equation.  Guess that’s why our mothers were so insistent on all of us taking our vitamins!

 

Don’t Let A New Organizational Structure Become the Grist For Employee’s Cynicism Mill

Here’s an interesting question, “Of all the organizational structures out there (i.e. matrix, self-management, traditional hierarchy, etc) is there one you recommend that will best leverage a culture centered around professional values?”

I get this question occasionally. The short answer is ‘no’…’no’ I don’t advocate one organizational structure over another.

People get pretty enamored with organizational structure. Some see it as a silver bullet.  Some unknowingly (and sometimes unconsciously) view it as a substitute for good management.

Long story short: an organization with an unhealthy culture that adopts a new organizational structure will likely remain an unhealthy organization.  Structure is not a substitute for good management.

People make the difference, structure is merely a tool. There are many examples of organizations with admirable cultures that happen to have unique organizational structures. Yet, look deeper…what typically makes these organizations ‘tick’ is the way their people think. Their people think like professionals.

Note: let’s acknowledge that structure can indeed influence thinking. The difference between the winners and the losers is the depth of thinking (and commitment). Organizational structure should never be a substitute for things like organizational purpose, jointly-held values, engagement, etc.

I’ve seen organizations with the most convoluted organizational structures (one that seemingly wouldn’t work) that shine.  The reason it works is because of their people.     In other words, the professionals overcame the arcane structure.

Bottom line: professional values can add value to virtually any organizational structure.  The most important part is the professionals, not the structure.

What prompted this post was an article about Zappos eliminating their managers—adopting a vastly different organizational structure. I suspect it will help Zappos…as their culture is admirable, their management committed. Yet, too often a new organizational structure (which can, to a lessor degree, also include shifting the boxes on the org chart) ultimately becomes grist for employee’s cynicism mill. 

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