THE STORY 

A successful business man was growing old and knew it was time to choose a successor to take over the business. 

Instead of choosing one of his Directors or his children, he decided to do something different.  He called all the young executives in his company together.

He said, “It is time for me to step down and choose the next CEO.  I have decided to choose one of you.”  The young executives were shocked, but the boss continued.  ”I am going to give each one of you a seed today – one very special seed.  I want you to plant the seed, water it, and come back here one year from today with what you have grown from the seed I have given you.  I will then judge the plants that you bring, and the one I choose will be the next CEO.”

One woman, named Jill, was there that day and she, like the others, received a seed.  She went home and excitedly, told her husband the story.  He helped her get a pot, soil and compost and she planted the seed.  Every day, she would water it and watch to see if it had grown.  After about three weeks, some of the other executives began to talk about their seeds and the plants that were beginning to grow. 

Jill kept checking her seed, but nothing ever grew. 

Three weeks, four weeks, five weeks went by, still nothing. 

By now, others were talking about their plants, but Jill didn’t have a plant and she felt like a failure.

Six months went by—still nothing in Jill’s pot.  She just knew she had killed her seed.  Everyone else had trees and tall plants, but she had nothing.  Jill didn’t say anything to her colleagues, however, she just kept watering and fertilizing the soil — Jill so wanted the seed to grow.

A year finally went by and all the young executives of the company brought their plants to the CEO for inspection.

Jill told her husband that she wasn’t going to take an empty pot.  But he asked her to be honest about what happened. Jill felt sick to her stomach, it was going to be the most embarrassing moment of her life, but she knew her husband was right.  She took her empty pot to the board room.  When Jill arrived, she was amazed at the variety of plants grown by the other executives.  They were beautiful—in all shapes and sizes.  Jill put her empty pot on the floor and many of her colleagues laughed, a few felt sorry for her!

When the CEO arrived, he surveyed the room and greeted his young executives.

Jill just tried to hide in the back.  ”My, what great plants, trees and flowers you have grown,” said the CEO.  ”Today one of you will be appointed the next CEO!”

All of a sudden, the CEO spotted Jill at the back of the room with her empty pot.  He ordered the Financial Director to bring her to the front.  Jill was terrified.  She thought, “The CEO knows I’m a failure!  Maybe he will have me fired!” 

When Jill got to the front, the CEO asked her what had happened to her seed—Jill told him the story. 

The CEO asked everyone to sit down except Jill.  He looked at Jill, and then announced to the young executives, “Behold your next Chief Executive Officer! 

“Her name is Jill!” Brandon, one of the executives couldn’t believe it.  ”Jill couldn’t even grow her seed.”

“How could she be the new CEO?” the others said.

Then the CEO said, “One year ago today, I gave everyone in this room a seed.  I told you to take the seed, plant it, water it, and bring it back to me today.  But I gave you all boiled seeds; they were dead – it was not possible for them to grow.

All of you, except Jill, have brought me trees and plants and flowers.  When you found that the seed would not grow, you substituted another seed for the one I gave you.  Jill was the only one with the courage and honesty to bring me a pot with my seed in it.  Therefore, she is the one who will be the new Chief Executive Officer!”

–Fini

MORAL OF THE STORY

Is this a fairy tale, or do these leaders exist today?  Of course they do.  What does this say about the leaders in this story? 

What are you committed to as a leader?

If you plant honesty, you will reap trust. 
If you plant goodness, you will reap friends.
If you plant humility, you will reap greatness.
If you plant perseverance, you will reap contentment.
If you plant consideration, you will reap perspective.
If you plant hard work, you will reap success.
If you plant forgiveness, you will reap reconciliation.

So, be careful what you plant now; it will determine what you will reap later.

______________________________________

I am always seeking inspirational stories to highlight transformational leadership.  I have found this on the web again and again and also as an email.  This is a version of the original anonymous story that resonates with me. I modified it further to empasize considerations in today’s workplace and brought the story to life with some images.

“I have read variations of this story credited to anonymity but in terms of lesson, it is worth repeating specially in a country like ours that needs to be reinforced with lessons on virtuous leadership.”  —Francis Kong

Related posts:

1. COMMUNICATION: Executives Telling the Whole Story? Or, is Part of the Story Enough?
2. Emerging Transformational Leadership Period: NOW
3. How do people see you? Are you a TRUST BOOSTER or a TRUST BUSTER? CORPORATE TRUST Begins with YOU

Social media is not just a generational fad of the millenials and Gen Y.  Organizations are doing more with less and will continue to do so for the foreseeable future.  This means even after economic rebound, companies will likely keep the belts tightened.  Investments in people are under the microscope.  Payroll has been typically one of the larger investments a company makes.  And, like with any investment today, companies want to maximize their ROI.  Many companies have discovered social media is the answer to “just in time” learning.  Social media and social learning does not have to be something where we have to feel we are drowning.  Upon seeing what is possible in other companies, many are embracing the value of this tool.

Companies are leveraging mobile devices for new hire orientation, on the job training and as a means to provide answers to questions that are just just clicks away.  The term, social learning (discussed in an earlier post) is taking on a new definition. The debate now, with the recently announced revisions to the ASTD Competency Model for the workplace learning and performance profession is how deep does our knowledge, skills and abilities need to be as professionals in the industry.

The answer lies in understanding the strategic role we now must play.  We owe it to the organizations we serve to help them do more with less.  This means lowering the costs of training, even thise hidden from view, the time people are in training and the decrease in productivity while they are in training.  Adults learn best when we are driving it at our own pace. 

Our role, as a strategic partner, is to speak to the bottom-line.  We should identify the gaps and needs.  Then position social learning and social media in a way that solves these issues.  Benefits commonly include real time information, increased productivity, improved collaboration across the enterprise, spurs innovation, and is an effective recruiting tool.

Considerations when presenting social media as part of a training strategy include:

1. Sell the Value: The scope of our knowledge as professionals should be to speak the the value.  Outline the recommended implementation plan to address the gap(s) and needs identified.  Include the costs.  Reframe a focus from “costs” and “expenses” to than of an investment.  This is an investment in productivity.  Answer the question:  How does social learning contribute to our ROI and profits?
2. Understand the technical:  Understand and and be able to help identify and speak to the technical needs, risks and solutions.  Credibility is established when there is a subject matter expert (SME) involved that understands the business.  We can assume the role of SME and consult IT.  We can then anticipate their questions, such as those related to the firewall, time playing on the Internet, etc.  Answer the question:  How will this be implemented with minimal interruption to the business?
3. Influence the decision and sustain change:  Understand the fear that exists at all levels and address this so it makes sense.  Address the “What’s in it for me?” (WIIFM) of stakeholders.  Find change agents that can role model and help implement the change.  Position the recommendation in a way that makes sense by citing risks is this is not implemented.  Allow the decision to be theirs so everyone takes ownership, from the executive sponsor to the front lines.  Answer the question:  How will this improve productivity?

There are of course many other considerations and benefits this technology can bring beyond trianing.  It is a way to manage information.  As discussed in an earlier post, informal learning occurrs regardless.  Companies that invest in their informal learning are realizing a competitive advantage and increases in productivity. 

It is really not a matter of will companies begin to leverage this as a learning platform/modality, it is a matter of when.  In fact, if organizations probe deeper, they will often realize their people are already using it, even if it is from their own personal mobile devices.  SO, if not now when?  When is “now” a good time? 

Our job security lies in our ability to accept and embrace change.  We  are the master change agents.  It would be remiss to not also address the imnportance for us as professionals to also buy in to the value and embrace this as another tool we have in our tool box.  As with any tool, we need to understand how to use it and keep it sharp.  We therefore need to keep inform of changes to social media.  My role is not so different than that of my personal physician. After all, would you not want the best available to make you well?  My doctor has earned my confidence and has to keep informed of the latest.  I see my role running quite parallel to this?

Related posts:

1. WHY SHOULD I USE SOCIAL MEDIA? How I Transformed My Resistance and Discovered a World of Generosity—PASSION and TRUST
2. Informal Learning: Are Your Maximizing Your Full Learning Potential?
3. TEAMBUILDING: AFTER ECONOMIC RECOVERY, RETAIN TALENT and INCREASE PRODUCTIVITY with a Competency Model Strategy

This week I have been reviewing job descriptions seeking candidates with Myers-Briggs Type Indicator (MBTI) experience.  And, this week I was asked a question by a colleague wanting to transition from technical training to doing leadership training.  He asked which is the preferred of the two psychometrically proven Jungian (Carl Jung) based, behavioral assessment tools, MBTI and DISC. 

Meyers Briggs (MBTI) Model

Personally, I find human behavior fascinating and his question meant he was really giving this some careful consideration, and many others may have a similar question.  I have found Wikipedia to be a good reference as an overview.  Having used them both, I have studied them in great depth.  As a DISC instructor, it has been my experience that most businesses find DISC to be practical on multiple levels.   While MBTI  measures psychological preferences in how an individual may perceive the world and make decisions the DISC explores the actual behavior of individuals in their environment or within a specific situation. DISC focuses on the person’s styles and preferences of these behaviors.

But, for long term results, I recommend extending beyond these two traditional assessments and consider something that will sustain an organization long term and provide greater ROI.  Emotional Intelligence (EI) is hands down the long-term solution I recommend.

DISC Model

MBTI focuses primarily on personality and DISC on behavior. In the workplace, we must focus on behavior. Behaviors are measurable—we can touch them, feel them and see them.  Behaviors can be quantified and discussed objectively.  

As a DISC facilitator, I have found DISC to be more practical for business so far as short-term ROI. The DISC assessment takes less time to complete requires less investment and it is easier to deliver and learn. Many fellow organizational development (OD) professionals find that MBTI goes deeper into the personality as a way to predict fit and reactions to situations.  I find they are both useful.  

Since my colleague’s objective is leadership development, I therefore recommend both.  And, to throw another monkey wrench into the works here, I HIGHLY suggest Emotional Intelligence (EI). Here is why.

Emotional Intelligence Model

Both MBTI and DISC scores can move, but essentially we are who we are—and pretty much always be.  So far as development purposes, we are forunate if we can move the mark single digits at best. But, getting an emotional quotient, (EQ) score is a much more effective predictor of performance and to benchmark a baseline to build upon and grow.  This allows us to know where we are and create a growth plan for building that bench strength of leadership. EI is a much more solid tool to use in the workplace when developing people for the long-term as leaders.

As stated in Wikipedia, Daniel Goleman’s model outlines four main EI constructs:

1. Self-awareness– the ability to read one’s emotions and recognize their impact while using gut feelings to guide decisions
2. Self-management – involves controlling one’s emotions and impulses and adapting to changing circumstances
3. Social awareness – the ability to sense, understand, and react to others’ emotions while comprehending social networks
4. Relationship management– the ability to inspire, influence and develop others while managing conflict.

By the way, just if you were wondering, I am pretty balanced on my DISC with one point separating each of the 4 quadrants and “I” coming out on top.  I am an “ENFJ” on the MBTI.  And, my overall EQ score is a 91. 

REFERENCES:
http://en.wikipedia.org/wiki/Emotional_intelligence

http://www.talentsmart.com/

Related posts:

1. INNOVATION SECRETS: 7 Ways to Manage Psychological Blind Spots, Going Deeper
2. LATEST BRAIN RESEARCH: What All LEADERS and TRAINERS Should Know
3. MULTIGENERATIONAL LEADERSHIP CLOUT: Building a Learning Culture of TRUST for SUSTAINABLE Bottom Line Results, Before the World War for Talent Strikes

Let me ask you this. What do you feel makes an organization cutting edge when it comes to a learning and development strategy? 

Recently, I was asked this question in an interview.  This question came up because they asked my why I listed Twitter, Facebook and LinkedIn among my learning technology experience.  The answer of course goes deeper than having the latest and greatest technology or the best classroom.  Companies that invest in informal learning are shown to have sustainable results.  Informal learning goes beyond tangible and moves into areas we have not traditionally had much success measuring.  That said, it definitely becomes an other stitch woven into the fabric of the orgainzation’s culture for sustainability. 

An article I read recently suggests if learning is an iceberg, then formal learning, such as the classroom, is the tip above the waterline (REF:  BENEATH THE SURFACE, ASTD LX Briefing –A Newsletter for Learning Executives).  Formal learning is typically more structured, includes a facilitator and is perhaps easier to measure and evaluate.  Let’s say it is more tangible. 

But, informal learning is the part of the iceberg we cannot see.  This appears to be a blind spot for most organizations.  An ASTD survey from “Tapping the Potential of Informal Learning,” quantifies informal learning with 59% of respondents stating moderate to no informal learning is occurring within their organization.  This also signifies that few to no dollars allocated to informal learning.  This less formal, typically “just-in-time” and at the employee’s finger tips.  Contrasting formal learning, informal learning is more elusive and challenging to manage measure and evaluate. 

Organizations that invest in informal learning also invest in the cultural acceptance essential to its success.  It aligns very much with that of a learning organization in some respects that embraces constant knowledge sharing and growth.

Perhaps informal learning is merely a blind spot.  It is happening.  We see it if we use those rear view mirrors and really take a look.  After all, we have email, the company intranet, the internet, where informal learing is happening.  Informal learning is not as obvious as formal learning.  It can occur through interactions we have daily with peers or even through relationships with others.  If we do nothing to facilitate its growth and consistent acceptance, it could impact consistency, quality, and performance.  Providing an infrastructure that supports informal learning will be the new strategic competitive advantage of today as companies seek to maximize their training ROI and do more with less.   

Today, roughly 36% of companies do not invest in informal learning and 42% invest fewer than 10 percent.   There are some tools that do not cost.  These may include Twitter, Facebook, LinkedIn, etc.  We refer to this informal learning as social learning and how social media is playing a role in adult learning.  More about social learning my next post.

Related posts:

1. How Does Social Media Play a Role in Training?
2. MULTIGENERATIONAL LEADERSHIP CLOUT: Building a Learning Culture of TRUST for SUSTAINABLE Bottom Line Results, Before the World War for Talent Strikes
3. WHY SHOULD I USE SOCIAL MEDIA? How I Transformed My Resistance and Discovered a World of Generosity—PASSION and TRUST

Speaking in front of groups is scary for many business professionals.  Public speaking is a skill that carries throughout the workplace and into our personal lives.  Expressing oneself effectively takes skill and constant practice.  In business, you do not G-E-T unless you A-S-K.  What are you leaving on the table?

Today, margins are tight and that is not going to be changing anytime soon.  Standing in a corner at a networking event will not get the business.  Keeping quiet about what we do robs others of the opportunity to experience the superior advantages of what we do. 

Selling our value and our competitive advantage is essential, now more than ever.  While price can be a factor in today’s economy, people still value doing business with people—people they feel they know and trust. 

Speaking effectively about what we do is the first step in building trust.  We want to become a “trusted advisor.”  The next, is building solid relationships which leads to developing sustainable and loyal customers.  Solid public speaking skills provide a competitive advantage.  These skills are paramount in the workplace, from interacting with prospects at networking events, speaking to large audiences, as well as leading and motivating teams.  Communication is the key.

Most of us rather die than speak in front of people.  This is a fact.  What we say and how we say it can literally make the difference between competitors.  You then become your best competitive advantage.

If you cannot speak effectively and sell your business or ideas, who else can?  Relying on sales people is one tool.  But, who educates them and inspires them with the commitment and enthusiasm about your business?  Hopefully, it comes from you as the business owner/leader.  It is difficult to sell something if you do not believe in it.  As the leader, you have to communicate that to get the fire burning in the bellies of your people and your customers about your products and services.

So, let’s get fired up about what you do!  Let’s get present to knowing how you and your product changes lives and makes a lasting difference.  Let’s communicate and inspire others who need your products and services, the gift of you and your business.   

Your ability to do this projects confidence and builds trust with your employees and your customers. Join our highly interactive program this month specifically for business owners/executives, managers and others that interact with people.  Develop your public speaking skills.  Transform your thoughts and put them into words that move people to action, increase sales and maximize profits.

Related posts:

1. Today’s Business Blind Spot-Grants: Money on the Table-5 Points to Keep in Mind to Help Find and Get Funded
2. Restoring Confidence in Doing Business with Companies
3. MULTIGENERATIONAL LEADERSHIP CLOUT: Building a Learning Culture of TRUST for SUSTAINABLE Bottom Line Results, Before the World War for Talent Strikes

When it comes to trust—How do people see you?  How do you view yourself?  Are you a trust booster or a trust buster? 

Today, trust is a critical element in the workplace, whether it is an email, a tweet, one-on-one, in the classroom or in a staff meeting.   I have done my share of trust busting in my career.  I have learned over time, how to become more conscious of trust from a leadership perspective, and how it literally radiates throughout the culture of an organization.  It is an experience.  It is a feeling.  It is a sense.  It can also be seen.  It is balance. It is congruence.  Trust can make a company.  And, lack of trust can destroy one.  Once broken, trust is challenging to rebuild and a company can spiral downward without an awareness of ways to rebuild.

It is sort of like the (perhaps overused analogy of the) tree that branches grow taller and is greener has a strong support, or root system.  We can say this root system is trust.  Without it, the tree wilts, branches die as does the tree eventually.  Sometimes it happens so covertly and slow it is like a surprise attack and the tree’s defenses cannot respond. Trust is more than mere words.  It is an experience and part of an enduring culture that creates a sustainable competitive advantage for organizations that nurture it’s growth.

In today’s multi-generational workforce, transforming paradigms that traditionally worked is essential.  Companies taught late boomers, Gen X, Gen Y and millenials that their people are expendable.  Loyalty left many organizations with the boomer’s 401K retirement funds.  Well, it actually began 10 years before that with mass layoffs.  

Paraphrasing another recent blog post, COMMUNICATION: Executives Telling the Whole Story? Or, is Part of the Story Enough? —one size does not fit all today in the workplace.  Today, what works for one, does not work for all.  If you do not have an issue with trust, then what are you doing to maintain it?  Please share.  I would like to know.

I have been certified as a consultant to facilitate programs called TrustWorks (a Ken Blanchard Company), which provides a 360 evaluation for trust on teams.  The programs include Leader as Trust Builder, Self as Trust Builder and Building Organizational Trust.  Work with people and organizations, I have discovered the most critical distinction to get is that trust truly begins within.  At least for trust that sticks!

I have discovered I am more in integrity with the world when I have been in integrity with my body and mind first.  Integrity with the world for me is defined as doing what I say I will do.  I have consciously shifted from being a victim of this economy, to becoming part of the solution.  I have realized, when I set multiple appointments or start something new, other “things, like ‘life’, can get in the way.”  Life happens—thank goodness it does.  But, some of these can test my resolve, my commitment.  They could also impact my time management.  Now, I have to say, I am a stickler for being on time.  <OMG> 

What it really comes down to at a more root level, is my integrity with myself.  Once I discovered this a few years back, I made a conscious shift to invite the possibility of greater balance and congruence into my life.  This shifted my level of self trust.

My balance includes exercising regularly.  I have been a longtime member of 24 Hour Fitness but stopped going.  A few months ago I started back with a personal trainer, at Fitness Together.  I have 3 days of weights/light cardio and 2-3 days of heavy cardio.  I focused on a healthier diet and have lost 9 pounds and added Juice Plus into my life which helps me to ensure I am getting enough fruits and vegetables in my diet.  My brain is functioning with much greater clarity and who I am “being” has shifted.

This congruence, balance and self trust provide me inner strength and confidence.  I can be stronger for the people that rely on me and trust me.  So, I guess the bottom line is getting “right” with me is important so I can best support the people I love and lead.   Trust begins inside.

Related posts:

1. SHARE YOUR TRUST SUCCESS STORIES: How are Companies Building Trust? EXAMPLE-Starbucks is Going Green
2. MULTIGENERATIONAL LEADERSHIP CLOUT: Building a Learning Culture of TRUST for SUSTAINABLE Bottom Line Results, Before the World War for Talent Strikes
3. COMMUNICATION: Executives Telling the Whole Story? Or, is Part of the Story Enough?

I received a communication requesting recommendations for how to open up communication within the organization.  This is a bold and quite perceptive insight for an executive leader to recognize this need.  Communication is the root cause that erodes trust and if effectively woven into the cultural fabric, can sustain an organization.  Today it requires starting over with a “beginner’s mind” considering today’s social media climate.

More and more, we are hearing about executives in their ivory tower that only tell their employees what they want to hear.  But, how much is too much?  At what time do we sacrifice productivity for the sake of being transparent and building a culture of trust?  The answer is simple, know your audience.  One size does not fit all.  Otherwise, communication can work against you just as it can work for you.

The quantity and quality of the content is just as important as the delivery method.  Some messages can be immediate and others can be less timely and provided on a recurring basis like in a newsletter or a group meeting.  But, realistically, how many people actually read a newsletter.  There is one thing we can learn in today’s information culture, short and fast messages are best.  We can take a lesson from Twitter—140 characters or less.  Adult attention span is short, compounded by the distractions of multi-tasking.

Consider the levels and or positions within the organization.  Send information that is relevant to their roles and could impact productivity.

Ordinarily, I would say to avoid information overload.  That is now a matter of individual perspective.  Know your audience.  Consider the corporate culture, beyond levels and job roles.  Specifically, I have to consider the audience’s comfort with technology, not mine!  This is something that crosses traditional boundaries.  Being in a multi generational workforce, X-ers and Millenials can traditionally handle loads more information than the maturing boomers.  Plus, they want it immediately.  So, consider the audience.  Today, only 1 in 4 prefers email and that will become 3 in 4 within the next 5 years.

In today’s age of social media, people expect transparency.  Transparency creates perceived trust.  There is not much that cannot be found today on the internet.  Better to control the message by sharing it myself, than let others do it for me and distort the information.  Otherwise, the grape vine takes over, quality deteriorates and negative impacts such as turnover occur.

Withholding critical information will erode trust. That said, there are times when all details are not appropriate. Keep it relevant to the level and what it takes to perform their job.

Culturally, other levels take their approach from the lead of the senior level, when sharing a message, keep it brief at the senior level with bullets and relate it to the strategic objectives. Stress risks and solution options.  The senior level is more strategic.

Middle level combines strategy and tactics so relevant information here may have more details to mid management. Front line should be more tactical with an understanding of how this relates to their role, the customer, and business objectives. They need the WIIFM (whats in it for me).

Senior leadership does not have to vet everything to everyone obviously. But, strategically communicating key information that is relevant, timely and accurate goes a long way to building trust, improved productivity and quality.

The frequency is also a consideration.  Some communication should be immediate and timely. Having an “open door,” that is actually open, allows dialog and helps management surface issues with time to respond.  This goes back to trust.

The communication should always be perceived by the respective audiences as 2-way, where they are empowered to ask questions and create a dialogue to build and maintain trust.

Additional communication can be in the form of that recurring newsletter we mentioned earlier.  All communication from the source should not always be perceived as bad news.  Take time to communicate positive accomplishments as well to reinforce the strategic objectives and support the mission.  Take time to recognize the efforts of key team players.  Newsletters and Bulletin Postings can of course reiterate other messages that were delivered and provide greater depth and updates.

I am interested to hear your thoughts on communicating within organizations today.  Share your experiences and recommendations.

Additional Resources:

• http://hbswk.hbs.edu/archive/3266.html
• http://www.yousaytoo.com/communicating-at-all-levels-of-the-organization/229217
• http://www.cba.uh.edu/bwalker/35ch8.htm
• http://www.referenceforbusiness.com/management/Log-Mar/Management-Levels.html
• http://www.bc.edu/centers/cwf/research/publications/meta-elements/pdf/MultiGen_EBS.pdf
• http://www.insala.com/Articles/employee-performance/multi-generational-management.asp
• http://en.wikipedia.org/wiki/Organizational_communication

Related posts:

1. How do people see you? Are you a TRUST BOOSTER or a TRUST BUSTER? CORPORATE TRUST Begins with YOU
2. MULTIGENERATIONAL LEADERSHIP CLOUT: Building a Learning Culture of TRUST for SUSTAINABLE Bottom Line Results, Before the World War for Talent Strikes
3. The Transformational Leader: Story of the Seed

Business is the heartbeat of our country and many continue to struggle, their pulse is weakening.  Let’s face it, the economy is still tight.  We are doing more with less; and, perhaps will have to do so well into the future.  There are many blind spots that exist in business today.  Organizations that discover and master these today will have a sustainable competitive advantage tomorrow.  These include use of implementing a comprehensive social media strategy, shifting to a culture of change and innovation, managing internal and competitive intelligence, and leveraging grant opportunities that contribute to the bottom-line, among others.  I will to speak about the latter in this posting today.

The political rhetoric and filibustering appears to have no end in sight.  We have to move forward, business is what sustains our economy and moves us forward.  Often there are grants available to support organizations; if you know where to look.  I must emphasize here, this is not “free money.”  As an example, when I was considering implementing a Learning Management System (LMS), I discovered government funds available that would subsidize the costs since I could demonstrate how this could increase skills that are transferrable and keep people in a job.

Often, businesses, non-profits and individuals are unaware of grants which they may qualify to receive.  This is leaving money on the table and could make the difference for struggling businesses in today’s economy.  I realize this is a blind spot for many businesses and I joined a grass roots consortium if 40 grant writers at Grant Writing Specialists to provide this skill and raise awareness in the organization(s) I serve.  At a deeper level, writing grants is a rewarding way for me to serve my community.

After I meet with the client and perform the initial analysis, I assemble a team that leverages the brightest and best among our consortium of 40+ grant writers that will best meet the needs of my client.  Most grant writers are freelance and others may be internal.  They often may have limited pool of resources and knowledge base to serve the organization’s best interests.  This is why the consortium allows me to ensure a laser focused approach for my clients.

As most of us know, the Obama administration has set up recovery support in the form of stimulus grants.  These have been quite popular and these funds are depleting fast.  If you are exploring grants you will want to consider a few things to help ensure successful funding.

Above all else keep in mind; grant writing requires rigorous research and solid writing skills—it is like being a super sleuth.  Typically, we are seeking funds for corporations, non-profits and/or even government agencies.  Successful writers have solid insights into what the organization provides, an understanding of the program, their financing and resources to find funding.

If you are considering a grant here are 5 points to keep in mind that will help to ensure your grant gets funded. That is what it is all about at the end of the day after all.

1)      PASSION-Have a passion for your program(s) and the impacts they have on the communities you serve.  Submitting a grant and getting it funded is requires significant effort on your part.  This is where your passion will carry you though.  Plus, funding entities are trained to sense the passion and commitment. That is one of the many considerations they have.  Remember, when you submit a grant, the entity is looking for a reason NOT to grant you the funds.

2)      EXPERIENCE-Leverage the talents of an experienced grant writer.  A team of writers is best.  This will provide you greater exposure to opportunities available to you.  It is important to dot your “i’s” and cross your “t’s.”  Remember it is like a job application.  You have to catch the reader’s eye and resonate with their cause.  An experienced grant writer will also recommend a variety of funding options and can provide you a Prospectus.  They understand the application process and can also help prepare you (item 4) for what is to come in the process.

3)      OPTIONS-Know your funding options.  There are private grants available from individuals, corporations and the government.  Businesses can apply for grants that include expand the enterprise and empowerment goals.  But, the government typically has a contract with a business instead of a grant.  Individuals can apply for grants like scholarships, support for art projects, research, etc.

4)      PREPARE-Be prepared to open your business up to full disclosure for the funding organization.  They will want to have confidence that what you are doing is reputable and worthy of them investing their money.  Often, they may request doing a site visit.  There are many considerations here, and often the ED may not be the one to lead the tour.  Above all else, they want to experience the passion and grasp the need their funds will support.

5)      CONSIDER- Consider a non-profit status. Having a 501 (c) (3) filing in place will open more avenues.  Often finds for business can be limited, therefore the competition is greater.  Becoming a non-profit is ensures your legacy will survive you.  It also has it’s risks.  If you are the founder, you can either be the Executive Director (ED) or serve on the Board of Directors (BOD) for the non-profit.  If you as the founder serve as both, this will often be seen by the funding entity as a conflict of interest, especially where anyone on the Board is receiving money.  Also, if you are the ED, the BOD could fire you.

I have been in non-profit work for over 15 years.  Additionally, I have been in business for over 15 years as well.  Don’t add up the numbers if you are trying to determine my age—there is a lot of over lap.  The point here is I understand business and grant funders want to understand your business.

The economy has taken it’s toll on a lot of non-profits and businesses doing good things to help the communities they serve.  Awareness of grants available will help sustain these programs.  It is also a way to create a movement that lives beyond you—a legacy.

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The key to sustaining innovation is being able to think out of the box—keeping fresh ideas coming.  Taking leadership to the next level and providing programs that “go deep” means literally digging deeper.  Over time, we develop tunnel vision.  I know I have.  So, I have to consciously keep myself out of that rut.  Otherwise, the potential for blind spots increases—I continue to discover that I have more than my fair share.  I can at times simply hit a brick wall.  My team can also hit a brick wall.  And, ultimately innovation is halted.

There is nothing wrong that I have blind spots.  It is what I choose to do or not do with them when I become aware they exist that becomes most significant.  Gaining an awareness of blind spots can come from a variety of programs.  As an example, I participated in an Emotional Intelligence program through Talent Smart.  They performred a 360 evaluation among family, peers, etc.  that measured my Emotional Intelligence Quotient (EQ) score which falls on a bell curve.  This helped open my eyes to my self awareness and awareness of how I impact those around me.  This is over simplifying the program.  Another program that goes deep with astounding success is Landmark Education.  They focus specifically on becoming present to blind spots.  These both are incredible programs with amazingly transformative results.

I have found, as I surface my blind spots, they are often suppressed by my ego and I simply zone out—usually there is some background inner chatter involved too.  There are even times when I need something, and it was right in front of me the entire time.  Does this ever sound familiar for you?

There is so much that I do not know that I do not know, or said another way, I am unconsciously incompetent.  I have to become a conscious observer and eventually as a conscious observer, become consciously competent.   This refers to the Four Stages of Learning (Competence) cited by Abraham Maslow in 1940.

Becoming a conscious observer allows me to be free from bias and become present to when my ego wants to run the show.  I can make mote informed and enlightened decisions.  This is an ongoing process, of course.

Ways I have found to create greater awareness of my blind spots are:

1. Be humble:  I am first humbled and present to the fact I do not know it all.  I do not have all of the answers.  Others know more than me and the way to getting ideal results is to allow others to contribute.  Being in this space allows me to be present, actively listen.  This opens new avenues and new possibilities.
2. Be authentic:  Create, build and establish relationships with people based upon authenticity.  Create a space where people can share openly and freely.
3. Be asking:  Perform a regular pulse check by requesting feedback and input.  Performing an informal evaluation of performance and results among colleagues and stakeholders has become quite helpful for me.  Ask for feedback and listening to it builds trust and creates stronger relationships.
4. Be open: I have to step out of myself and set judgments aside to keep an open mind and be present when people are sharing.  I have to avoid closing down and dismissing the feedback.  Know that what that person is saying has validity and is true for them.
5. Be relating:  Develop a relationship with a peer group, mentor, coach or some trusted advisor(s) with whom I can open up and share my feelings, concerns and talk through challenges.
6. Be proactive:  I have to proactively allow others to contribute and share their wisdom, experience and passion.  I have to be careful not come from a place of expectation.  This creates buy-in and allows contribution.
7. Be relaxed:  Getting into a relaxed alpha state also opens my mind up to blind spots.  There are techniques and tools that can support the process of getting there and remaining there on a more consistent basis that may include music, meditation, etc.  This is about getting the ego out of the way for me.

In conclusion, the secret to sustaining innovation and breaking down that brick wall is discovering and managing blind spots.  This is an ongoing process.  It means knowing myself better and remaining disciplined to create new habits that keep me from going down the rabbit hole my ego wants to take me.  Regular meditation time or even workout time to release stress helps.  It all comes down to balance.  Balance helps quiet the mind chatter and keep the focus.  Use these 7 B’s to manage blind spots and remember there is nothing wrong if we do not know it all.  That is what life is about for me, learning, growing and sharing our knowledge to help others.

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When people are in need, my hand is often raised.  Especially, wherever I see I can contribute and make a difference.  I grew up reading super hero comic books—Superman, Batman, Green Lantern, Captain Marvel, Wonder Woman, Captain America, Hulk, Spiderman—you name it!  Maybe this is where it all started.  I collected them all.  I believe this is my way of living into what they represented to me in my childhood—good, doing what’s right and helping others.  Now, I am not claiming to be perfect or better—to the contrary.  I have learned to respect there is always someone I can learn from and look up to.  I am who I am and I am realizing why because of my experiences.

I also have learned that volunteering has allowed me to exercise my leadership muscles—grow my skills.  It requires me to flex my leadership style more.  Motivations are different often times than in the workplace.  People are not necessarily looking for their volunteer commitment(s) to meet their basic needs like their career.   The commitment level is different for some.  As a leader it becomes critical for me to know each person giving the gift of their time and determine what motivates them.  Why are they here?  So, to lead volunteers is like swimming, I use my muscles/skills differently.  These experiences have helped take me to the next level.  I now know the subtle difference between arrogance and pride.  I am proud of the people I have served in the past and those I serve with today.

I have been in volunteer service since I was 8 years old and my parents gave me my Cub Scout Handbook (Wolf Book) for my 8th Birthday.  I remember the day well, coming home from school after finishing a day in Mrs. Berry’s second grade class and found what started my volunteerism journey.  I remained in scouting and eventually became an Eagle Scout.  Scouting is my foundation.  I have learned to take the good that I can apply that to my life from each of my volunteer experiences—not everything—just those that are relevant for me in my life.  I learned the value of helping others and giving back to my community.

My involvement continued through college where I helped revive the struggling Nu Kappa chapter of Alpha Phi Omega from 5 members to over 40 within 2 years while also serving as the community Chairperson for the Cystic Fibrosis Foundation.  Since then I have been involved in many other volunteer organizations.  And, most would perhaps say I am not one to sit on the sidelines.  I take my commitments seriously.

I have become more humbled now by the volunteer experiences I have had and the trust others placed in me.  Volunteering allows me to get involved, try new things, share my strengths and grow as a leader.  As a leader within the organizations I serve, my role has at times been narrow and volunteering allows me to continually hone my skills and keep/gain fresh and innovative perspectives.

So, honestly, for me it has not all been about giving back.  As a volunteer with the American Society for Training and Development (ASTD) I was local President and served as a National Advisor, coaching and mentoring leaders across the country.  Volunteering has allowed me to serve my profession and become a part of making lasting change.

ASTD has given me the opportunity to literally help shape our industry.  The workplace learning and performance (WLP) field formerly training, required a body of knowledge to become recognized as a profession.  Yes, I got involved.  I was on the team that outlined the body of knowledge, wrote exam questions, created the scoring rubrics for the work product submissions and scored work product submissions for the Certified Professional in Learning and Performance (CPLP).  Talk about leaving a legacy and making a difference.  The CPLP has become accepted as the standard, sort of like the Bar for Attorneys, the CPA for Accountants or SPHR for Human Resources.  It is a true privilege and distinct honor.

So, through volunteering I am able to escape the “tunnel vision” that can often be created by the workplace.  My innovative juices flow because I know change is possible.  By getting involved and playing full out, I invite anyone reading this to explore organizations that resonates with their passion.  As in life, balance is important.  It helps my perspective.

In an effort to keep me balanced, I have passions in various areas of my life.  As a result I have a sense of greater personal fulfillment and move forward.  It is interesting how one experience draws on another.

My skills and experience are the gifts I contribute.  Volunteering helps me discover that and refine them. I absolutely love what I do and sharing it with others by helping people and organizations grow.  The people I meet as colleagues and friends make it worth it.  The trust I build within myself and the organizations I serve from my new found confidence makes me a better performer on the teams I play on and lead.  These rewards last a lifetime.

Volunteering is my way to pay forward the experiences I had and the gifts others have given me, to help others.

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