Thank God It's Monday!

More often than not, when a large CHANGE is planned in an organization, there is an exodus of people!

"During Organizational Change (read downsizing, re-engineering, merger, and so on)", Kenneth Cloke and Goldsmith asked, "Why is the human side of the change process THE LAST ELEMENT... thought out?

And, they came up with 14 Values "We Need to Humanize the Way We Work" in their book Thank God It's Monday!

They believe that these fourteen values will humanize organizations, empower workers, reduce conflict and increase employee satisfaction. A snapshot:

1. INCLUSION - involve everyone in the process
2. COLLABORATION - work together for consensus, not compromise
3. TEAMS and NETWORKS - small work teams
4. VISION - toward something better and worthwhile
5. CELEBRATION of DIVERSITY - diversity valued as a source of richness, vitality and strength
6. PROCESS AWARENESS - the value of process (listening, ability to work with others, ...) more then technical ability
7. OPEN and HONEST COMMUNICATION - and how destructive poor information sharing can be to an organization's health
8. RISK TAKING- and the need to trust those we work with
9. INDIVIDUAL and TEAM OWNERSHIP of RESULTS
10. PARADOXICAL PROBLEM SOLVING - willingness to solve problems with outside the box solutions that are not necessarily consistent with popular notions of the problem
11. EVERYONE is a LEADER - shift from a leader to everyone playing a role in decision making
12. PERSONAL GROWTH SATISFACTION - seek to make work personally and emotionally rewarding for employees
13. SEE CONFLICT as an OPPORTUNITY - the positive value of conflict
14. EMBRACE CHANGE

Whether or not you are embroiled in a CHANGE, it could be good idea to send this list to your CEO!

Toughest Business Questions!

Jack & Suzy Welch traveled all over the world for three years and spoke to hundreds of thousands of people about their work, career, and life challenges।

They wanted to create a treatise and a how-to manual on fundamental business principles. They went on to publish a book called "Winning" in April 2005 to "pretty much wrap up what had felt like a great, extended conversation".

However, the authors soon found out that the response to the book was - "just the opposite!". During their book tour across various business schools and business groups, people started throwing "Hey, wait a minute, what about_____" kind of questions.

For example, people agree with Winning's message that candor makes business (and life) immensely better, but wondered how can it be made to work in situations like dealing with very old seniors or with some of the polite cultures of Asia.

Out of the several thousand questions they encountered, they chose 74 questions in their next book - "Winning - The Answers": Confronting 74 of the Toughest Questions in Business Today!

A sampler: How to turn a company into a "preferred employer"?

Their take:

1. Demonstrate a real commitment to continuous learning.
2. Be a Meritocracy - Rigorous appraisals and pay/promotion linked to performance.
3. Allow people to take risks - celebrate those who do and don't shoot those who fail trying.
4. Be diverse and global in outlook and environmentally sensitive.
5. Tight hiring standards.
6. Grow and be profitable.

Another one: Does executive coaching work?

Their take:
Generally, yes, depending on the quality of the coach. Good executive coaches can look you in the eye and tell you what no else will, especially if you are the boss. The challenge for you is to listen and the ultimate value of executive coaching depends on your ability to receive it.

Read about "Taking on China . . . and Everyone Else" in an excerpt.

This time, the authors conclude:

"Like life, the conversation about work will go on and on. It has to. Economies rise and fall. Competitive dynamics never stop changing. Careers move zig and zag. And so, questions will keep coming. We look forward to listening to them all".