There is no dearth of information available and that is especially true when you are looking to improve your management skills.

My cyber buddy Elliot Ross writes an excellent blog about tech for tech challenged SMB managers.

A couple of weeks ago I wrote Self-starter Does Not Mean Self-managed and Elliot used it to discuss the same problem in IT.

In his post he hits the bull’s-eye with a phrase that any manager at any level in any size company would be wise to tattoo on their frontal lobe.

There is a big difference between delegating your IT services, and abdicating them.

Substitute whatever your group does for ‘IT services’ and you have one of the best and most succinct pieces of management advice I’ve ever seen.

But knowing it is not the same as applying it—every time for every person in every situation.

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Last week I shared the information that Texas pretty much dictates what goes in K-12 textbooks—scary thought.

But change is in the wind—an amazing change that’s been a long time coming.

Math and English instruction in the United States moved a step closer to uniform – and more rigorous – standards Wednesday as draft new national guidelines were released.

The effort is expected to lead to standardization of textbooks and testing and make learning easier for students who move from state to state.

The support includes the National Governors Association and the Council of Chief State School Officers so it may actually happen.

Unlike typical efforts that are diluted by politics and ideology, the new standards are fact savvy.

According to Chris Minnich, director of standards and assessment for the Council of Chief State School Officers, the foundation of the standards is hard research, instead of negotiation.

Unlike most efforts to revise standards at a state level, this document was not built on consensus, “We really used evidence in an unprecedented fashion.”

48 states are participating; three guesses which states opted out and the first two don’t count.

Right, Texas and Alaska. (Why am I not surprised?)

“Texas has chosen to preserve its sovereign authority to determine what is appropriate for Texas children to learn in its public schools,” Scott wrote in a letter to U.S. Sen. John Cornyn, R-Texas. “It is clear that the first step toward nationalization of our schools has been put into place.”

Happily, this should break Texas’ de facto control of textbook content as well as those dreams of taking control of the government via a brainwashed next generation.

These standards were created with an eye to having kids ready for work or college, which is very different than just having them graduate.

The draft report also addresses the debate over how much should be expected from immigrants who are just learning English. An introduction to the standards explains that English language learners should be held to the same standards but should be given more time and instructional support to meet the requirements.

Students with disabilities should also be challenged to master as many of the standards as they can, the document argues.

It’s also different because Federal funding is involved, not just an edict.

The Common Core State Standards Initiative (CCSSI) has the entire draft up; read it and then add your thoughts.

These standards are now open for public comment until Friday, April 2.

Get involved. Have a say in the future. Do it now.

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Enron is back in the news because Jeff Skilling’s appeal is currently in front of the Supreme Court (his sentence may be reduced or overturned on a technicality).

Arthur I. Cyr, Clausen Distinguished Professor at Carthage College, offers an interesting commentary on Skilling, the Enron debacle and Arthur Andersen.

Leadership personality is telling in any organization. Skilling from early days as a McKinsey consultant was notorious for an exceptionally aggressive, grasping style. Business author and former colleague Tom Peters described him as apparently able to “out-argue God.”

The damage that attitude causes knows no bounds and holds true wherever it is found.

Enron, stock option backdating and finally the derivatives of the financial meltdown are all from the same seeds.

In hindsight, Enron’s death was symptomatic of growing global problems. In an age of great prosperity and exceptionally cheap credit, people fairly easily could put greed before good judgment.

Greed before good judgment says a lot, but not quite all.

Even when greed isn’t the driving force there is ideology—an inflexible force that proponents claim eliminates the need for any judgment at all.

Good management, however, requires flexible, insightful human strengths. Regulation and law enforcement only provide context.

Cyr’s final comment sums up the true solution as well as the why rules and even laws don’t work.

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Dan McCarthy, of Great Leadership fame, produced and directed a terrific Leadership Awards show for you. I didn’t win, but then I was up against stars like Wally Bock, so I’m not too disappointed.

Therefore, without more ado, Heeeeeeeeeeeeeeeerrrrrrrrrrrrrrrrrrrreeeesssssss Dan!

Art Petty sings and dances with a glamorous showgirl on each arm with Leadership Caffeine-Learning to Lead in the Project-Focused World posted at Management Excellence.

Best Supporting Actress:
The nominations are:

Janna Rust in Self Leadership: Lead yourself to success posted at Purposeful Leadership.

Erin Schreyer in Do I Have Food Stuck In My Teeth? posted at Authentic Leadership.

Anna Farmery in Why you should hate a weekend! posted at The Engaging Brand.

Jane Perdue in Let Us Be the Water posted at Life, Love & Leadership.

Becky Robinson in How To Develop Others posted at Mountain State University LeaderTalk, saying, “In order to grow, people need exposure, opportunity, and challenge.”

And the winner is….. Mary Jo Asmus !

Best Supporting Actor:
The nominations are:

Tom Magness in Learning Leadership from “The Office” — Part I posted at Leader Business, saying, “If you are hooked on “The Office” as I am, you will appreciate this post. We learn leadership from good and bad role models. There are plenty of both with the show’s star and office manager, Michael Scott. If you are hooked on the show, or on leadership, you’ll enjoy these comments.”

Chris Young in Startups, Culture-Shaping, and the “Lifetime Employment Award” posted at Maximize Possibility Blog, saying, “Start-ups are exciting organizations to be a part of. However, leaders can often be blinded by their history with a team member who was “there from the start” and unwittingly give them a “lifetime employment award” at great expense to the organization’s culture and the morale of its other employees.”

William Matthies in Business Wisdom: Words to Manage By posted at Business Wisdom: Words to Manage By.

Mike Henry Sr. in Community’s Forth Dimension posted at Lead Change Group Blog.

Tanmay Vora in Quick Thought on Leadership and Subordination to a Cause posted at QAspire – Quality, Management, Leadership & Life!, saying, “When people subordinate a leader, they are not a leader’s subordinates. They are subordinates to a cause. In that context, even a leader is subordinate to a cause. This post tries to emphasize on this very important facet.”

And the winner is…..Tanmay Vora

Best Actress:
The nominations are:

Mary Jo Asmus in Listening, Part II: What REALLY Gets in the Way? posted at Mary Jo Asmus.

Sharlyn Lauby in 7 Types of Power in the Workplace posted at hr bartender, saying, “Everyone has power. It’s using your power effectively that makes a positive difference.”

Alice Snell in Influence and Learning posted at Taleo Blog – Talent Management Solutions.

LisaRosendahl in Eliminating the Static in Performance Management posted at Lisa Rosendahl, saying, “Performance management is one of the most important things a supervisor can do and it is essential that it be done respectfully and professionally from start to finish.

Jennifer V. Miller in 25 Free Leadership Resources posted at The People Equation.

And the winner is…… Jennifer Miller !

Best Actor:
The nominations are:

David Zinger in Employee Engagement: The Zinger 2020 Vision posted at Employee Engagement Zingers, saying, “The future of employee engagement during this decade.”

Jason Seiden in Your Job Sucks? Really? I’m Shocked. Oh, Wait: No I’m Not. posted at Next Generation Talent Development, saying, “Leadership success starts with the ability to work through adversity… even when adversity comes in the form of our own bad attitudes.”

Steve Roesler in All Things Workplace: What Do We Expect From “Real” Leaders? posted at All Things Workplace, saying, “Leadership authority Steve Roesler says, “One thing I am sure of: You can’t microwave leaders and expect a 5-Star Experience.”"

Scott Eblin in Next Level Blog posted at Next Level Blog, saying, “One of the biggest questions for managers moving into executive leadership roles is “How do I delegate bigger decisions to my team and still manage risk?” Scott Eblin has been talking with his clients about that question and has come up with some answers.”

Tom Glover presents Challenges To Being a Team posted at Reflection Leadership.

And the winner is….. Scott Eblin!

Best Director:
The nominations are:

Miki directs MAPping Company Success posted at MAPping Company Success, saying, “In any leadership position you are responsible for creating the culture or subculture (the culture of your group within the overall company culture). Here are 7 basic areas you need to think through and do in order to create and implement the kind of culture you want.”

Wally Bock directs 4 Reasons Why Being a Boss is Not an Olympic Event posted at Three Star Leadership Blog, saying, “Olympic athletes are fun and inspiring to watch. But they’re lousy role models for a boss.”

Adi Gaskell directs A siesta a day keeps the afternoon slump away posted at The Management Blog, saying, “An article showing the virtues of having a nap in the afternoon if you want to be at your best throughout the day.”

Amy Wilson directs Pay for Performance is Dead…almost posted at TalentedApps, saying, “This post covers several signals suggesting that the pay for performance model that we’ve touted in the past might need a serious makeover.”

Nissim Ziv directs Leading a Team Effectively posted at Job Interview Guide, saying, “Teams can be a very effective in producing innovative solutions in the workplace. In jobs throughout every industry, employers always emphasize the need for “good team players.” Teams can generate enthusiasm and increase communication between workers from different departments. “Teamwork” should be the mantra of every organization. Yet, we all know that creating a team can be a bit like creating a monster.”

And the winner is…. Wally Bock!

Best Special Effects:

Aaron Windeler presents Leadership: You don’t know it when you see it posted at Scientific Management.

Nick McCormick presents Social Media Policy Guidelines posted at Joe and Wanda – on Management.

Benjamin McCall in Thing about Leadership… One size does not fit all, posted at ReThinkHR.org.

Shawn M. Driscoll in Dealing with Disillusionment posted at Shawn Driscoll.

Anne Perschel in Fixing the Hole in the Corporate Soul posted at Germane Insights, saying, “Business guru Gary Hamel published “The Hole in the Corporate Soul,” (WSJ) the same day I was writing how to fix it.”

And the winner is….. Anne Perschel!

Here are the rest of our nominations:

Ericka Hines presents Leadership: The future that will exist posted at Ericka Hines, saying, “My blog is targeted towards those in the public sector(nonprofits/social enterprise/government) . I try to make the idea of leadership accessible to understand and to do. I hope that this works for the carnival.”

Jason Reid presents Multi-tasking – doing things badly in twice as much time posted at Sick With Success .com, saying, “A look at how using synergy accomplishes more than multitasking (with examples).”

Andy Klein presents Embrace failure as part of growth posted at The Fortune Group Blog, saying, “When people know they can try and fail and not be reprimanded for doing so, they soon get good at what they do. Growth means trying, so encourage people to try!”

Katy Tynan presents The Simple Path to Leadership Bench Strength posted at Survive Your Promotion!.

Divinelysmile presents The Gender Gap: 10 Surprising Stats on Women in the Workplace posted at JobProfiles.org – Job Descriptions and Online Schools to Start Your Career.

Angela Martin presents 50 Famously Successful People Who Failed At First posted at Online Colleges.org.

Heather Stagl presents Monitor Your Organization’s “Non-Verbal” Communication posted at Enclaria LLC, saying, “It is widely cited that 93% of meaning in a conversation is derived from non-verbal cues. Extrapolating this phenomenon to organizational communication means that most meaning comes from outside official sources.”

Kathy C presents Coaching as a Leadership Competency posted at The Thriving Small Business.

Russell Dygert presents Steak or Hamburger posted at Becoming Who I Should.

Gilda Bonanno presents Using Improv Comedy’s “Half-Life” Technique to Stay Within Your Time Limit While Presenting posted at Gilda Bonanno’s blog, saying, “Public Speaking is an essential success skill for leadership development yet many aspiring leaders still struggle with it. One of the most frequent mistakes they make is to go over the time limit when presenting. This blog post describes a technique from improvisational comedy that can help presenters learn to deliver the essential elements of their message while staying within the time limit.”

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Anyone who knows me knows that hypocrisy and fanaticism are tied for first place on my list of things-that-I-detest.

Political, religious and business hypocrisy continue to make headlines; rarely do I find myself laughing, but this time I did.

Microsoft CEO Steve Ballmer, the undisputed king of monopolistic uncompetitive practices is boo-hooing to both US and European regulators that Google has an unfair advantage in search.

Ballmer said Microsoft believes Google Inc. has done a number of things to gain an unfair advantage in the Internet’s lucrative search advertising market. He didn’t specify the alleged misconduct.

I am not alone in considering this totally ludicrous. And it’s not what Google does or does not do, but that Ballmer has the audacity to complain in the wake of Microsoft’s own track record.

And therein lays the real problem.

The idea that if ‘they’ do it it’s unfair, immoral, or illegal, but if we do it it’s OK.

We saw it in the arguments of torture being acceptable on the detainees at Gitmo.

We see it in the political and religious leaders who preach high moral codes while practicing immorality.

We see it in business leaders who preach ethics and practice them only as long as it’s convenient.

We see it in parents who demand better education and then condemn any teacher that doesn’t give their child a good grade.

We see it in colleagues whom we complain of slacking only to do something similar ourselves.

We se it in friends who share our private information even as we share someone else’s.

To paraphrase Walt Kelly’s Pogo, “We have met the hypocrite and he is us.”

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One reason I love the NY Times is that it runs great articles on new research about what makes us humans tick.

Most of us are aware that there are different forms of communications. Verbal, i.e., words, is the most common, but nonverbal, tone of voice and facial expressions, are often more potent.

And then there is touch.

For years, I’ve read about the importance of touch for infants.

In research with infants, it was shown that gently massaging premature infants three times per day for 15 minutes helped them gain weight, be more alert, and cry less. These infants were released from the hospital sooner than infants who were not massaged.

The latest research confirms the same positive response in adults.

Momentary touches, they say — whether an exuberant high five, a warm hand on the shoulder, or a creepy touch to the arm — can communicate an even wider range of emotion than gestures or expressions, and sometimes do so more quickly and accurately than words.

Two attitudes make this work.

1. Sincerity; people will know if your actions are manipulative as opposed to authentic.
2. Appropriateness; to avoid a negative reaction from anyone use your observational skills and common sense; high fives and similar expressions are the safest, while hugs are the most dangerous. An employee who avoids physical contact with her team is unlikely to appreciate being touched by her boss.

There are many ways to inspire and show you care just as there are many clubs in a golf bag; and just as it is a fallacy to play the whole course with just one club, using only one form of communication to motivate your people is to shortchange them—and you.

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See all mY generation posts here.

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I have a stack of books waiting to be read, some I buy and some are sent by publicists for me to review.

Then there is the constantly growing list of books I hear about or see a review and want to read.

But I have only so much reading time and it’s shrinking as we get closer to the launch of our new product (stay tuned).

So I created a new category called Reviews and Recommendations and included MAPping Company Success’ ‘Book Reviews’ and Leadership Turn’s ‘Reading Recommendations’. I hope you find it useful.

Today, I have some interesting recommendations for you.

The first is from Jeffrey Krames, a literary agent who tells the fascinating story of a self-published book that sells for nearly $50 with an unwieldy title that instantly became a top Amazon seller. Whether or not you want to tackle the book you’ll enjoy its story.

Two European authors—Alexander Osterwalder and Yves Pigneur—spent years putting together a stunning book on business models entitled BUSINESS MODEL GENERATION. The two authors had a great deal of help with the design and content of the book, as it was  co-authored by 470 Business Model Canvas practitioners from 45 countries… Within 48 hours the book ranked as high as #74 on Amazon, an amazing feat for most any business book and especially this one. Since then, the two versions of the book have occupied two of the top 25 slots on Amazon’s list of bestselling management books every single day.

After reading dozens of day-by-day articles and commentary on the financial meltdown, none of the myriad of books written about it really grabbed me. However, when I read a review of Henry Paulson’s newly published On the Brink: Inside the Race to Stop the Collapse of the Global Financial System in Business Week I was intrigued.

What got my attention (and made me ill) was the following quote.

“All were concerned with excessive risk taking in the markets and appalled by the erosion of underwriting standards,” he writes in his penetrating memoir, On the Brink. Yet they felt forced by competitive pressure to make loans they didn’t like, the former U.S. Treasury Secretary says.

“Isn’t there something you can do to order us not to take all of these risks?” was the gist of a question posed by Chuck Prince, who was still running Citigroup as the bank bumbled toward disaster.

This from some of the most powerful business “leaders” in the country.

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Yesterday we looked at positive and negative aspects of culture and I said that today we would discuss how to change/create a culture or sub-culture.

Repeating yesterday’s warning: if you want a culture that is fundamentally different from the overall company culutre be sure you’re willing to shield your people and take the heat.

Remembering that culture is a function of your MAP (mindset, attitude, philosophy™), here are 7 critical points that you need to think through before starting—whether you are CEO of a startup or a first level supervisor in a large company.

1. Know who you are: Since this step is strictly between you and yourself you need to be brutally frank as to your attitudes towards people, motivation, what’s important, what’s OK to do, etc., in other words, know your MAP! You need to know exactly what you think, are comfortable with the elements you embrace and understand that you need to hire people who will flourish in the environment you create.
2. Define your cultural goals: Use the knowledge of your MAP to determine the kind of culture you want and write a description including your vision and the specific infrastructure, processes, practices, etc., that are needed to make it reality. Test the attractiveness of your cultural vision by whether you would want to work in a similar culture. If the answer is yes then you can proceed with it; however, if your response is “no way” then you need to rethink what you want because over the long haul there is no way you can sustain a culture in which you don’t believe. Also, people tend to gravitate to people like themselves (likes really do attract). In other words, you will be hired by, work with and hire those with synergistic MAP.
3. Know what you have: Honestly assess (warts and all) whatever culture currently exists in your company and department (if you have one or more people you have some kind of culture); without a detailed assessment you won’t know what you need to tweak, change, circumvent, ignore or avoid.
4. Be aware of the cost of change: Changing culture often results in turnover and turnover can be costly no matter the condition of the labor market. People join companies because they feel comfortable and change is rarely comfortable. If they don’t like the end result (or the direction it’s heading) they are likely to start looking. If you are aware and prepared that isn’t always a bad thing; cultural changes can’t happen if employees aren’t willing to change their mindset; worse, those who won’t change will make every effort to sabotage the emerging culture. By being prepared you can not only circumvent that, but often turn the saboteur into a new culture evangelist.
5. Don’t assume: The human race functions to a great extent on various sets of unconscious assumptions. In the workplace people tend to assume that people with similar educations, experience levels, positions, etc., have similar mindsets, attitudes and philosophies. The next assumption is that based on those similarities everybody would create similar cultures; the third assumption is that the first 2 guarantee people’s willingness to buy into the vision. Predicating acceptance of cultural change on the assumption of deep, unproven commonality is a recipe for disaster.
6. Don’t overwhelm the troops: Whether you are changing an entire corporation (Gerstner and IBM), creating a culture for your startup, tweaking it within your department or group, or revamping it in your small business, recognize that you can’t just come in, make an announcement and expect people to buy into the vision. Present it in small bite-size pieces and in such a way that people feel they have input in the process, thus creating a strong feeling of ownership. Better yet, listen to the input and adjust if it makes sense.
7. Communicate and sell—don’t order and tell! Even if your goal is a truly collaborative, nurturing culture that challenges and then helps people to realize their full potential you can’t just walk in on Monday and announce that that’s the way it will be from then on.

• First, it’s unlikely that anybody will believe you (talk’s cheap);
• second, if you’re new it’s unlikely they’ll trust you (no track record with them); and
• third, whether you’re proposing a radically different culture or just fine tuning the current one they have no reason to get on the bandwagon if it means changing.

In the final analysis what you do will carry far more weight than anything you say about your culture.

It boils down to your having the courage to walk your talk.

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