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For more than a decade at RampUp Solutions and for the last five years at MAPping Company Success I’ve coached and written about what managers need to do to motivate and engage their teams and what employees really want from their managers. Others have been saying similar stuff for far longer.

We’ve been telling them what is most important to employees, i.e., clear communications on everything, including where the team is going and why, support and opportunities to grow, etc.

Nothing you haven’t heard before, but mostly anecdotal—no hard science to support it, so we end up preaching to the choir, not converting the non-believers.

Like Google.

Google employees deal in facts and stats, stuff that can be munched, crunched and analyzed, and have little use for anything else.

So it’s logical that when the company decided it needed to improve its management skills it turned to analytics to provide the answers.

“So, as only a data-mining giant like Google can do, it began analyzing performance reviews, feedback surveys and nominations for top-manager awards. They correlated phrases, words, praise and complaints.”

And guess what?

The data supported the same results that those of us without data have been saying for years.

But Google took it a step further and prioritized the list based on hard numbers.

And of eight core employee preferences do you know what came in dead last?

Technical skill and technical skill had been Google’s main criteria for promotion.

This finally brings us to my main point, which, this time, is supported by statistical research.

“Technical skill” covers far more ground than most people think. It refers to any hard science (math, engineering, chemistry, etc.), but also to soft sciences (psychology, social science, etc.), sales, finance, the arts—just about anything in which humans develop expertise.

The lesson here is that technical superiority does not predict success in a management/leadership role.

Managerial success is based on a person’s ability to connect in a meaningful way to those she manages and provide what each one needs to produce and grow.

Not new information, but now that it’s backed by hard science and with Google as the role model the choir just got a whole lot larger.

Flickr image: http://www.flickr.com/photos/warrantedarrest/74688743/

Jennifer Miller, author of The People Equation, is host for the June edition of the Leadership Development Carnival. She tagged it Commencement Edition in honor of the potential represented by the Class of 2011. My quick sampling of the different categories tells me it offers a well-rounded meal no matter what you are looking for.

First up, it’s regular Leadership Development Carnival host Dan McCarthy, with 10 Ways to Get More Candid Feedback (and 5 ways if you really can’t handle the truth) from his blog Great Leadership.

Management

Sharlyn Lauby from HR Bartender serves up solid advice on a way to enhance your company’s performance review process in Should Employees Do Self-Appraisals?

I’m not sure what the trophy would look like for this award, but Jane Perdue at Get Your Leadership Big On has a great list of what a manager would need to do to earn top honors in 10 Ways to Win Bad Boss of the Year.

Over at Learning Curves, Lakshman Rajagopalan asks the tough (but necessary) questions of prospective managers in Why do you want to become a Manager?

Robert Tanner finds that he’s gleaned wisdom, emotional intelligence, and leadership lessons from Colin Powell in Revisiting Colin Powell’s 13 Rules of Leadership . As Robert says in the post, “The truth never goes out of style!” Read it on his blog Management is a Journey.

Miki Saxon from Mapping Company Success takes on the issue of Positional Deafness, remarking, “I’ve never understood why managers expect workers who were consistently ignored and shut down to suddenly start contributing because they receive a promotion.”

From the Fortune Group Blog and Andy Klein comes this thought: are some managers too wrapped up in being “needed” to properly develop their people? Andy says, “The best managers don’t make people dependent on them; they create an entity that will function in their absence”. See his thoughts on Effective Managers Must overcome the Emotional Need to be Needed.

Enda Larkin gives us a list of 7 typical managerial mistakes in What are the Most Common Mistakes that Managers Make? on his blog HTC Consult.

Adi Gaskell uncovers research that doesn’t paint managers in a very good light, so he offers a balancing perspective with In Defense of Management at The Management Blog | Chartered Management Institute.

Team Development

Mary Jo Asmus of Aspire –CS highlights the process of a leader skilled in developing his team.  See the guidelines he used to launch a very creative, hands-on team development project in Six Tips to Help Your Team Learn.

At John Spence’s Achieving Business Excellence blog, John outlines the HPT competency models he uses when working with teams. See more via How to Build a High Performance Team (HPT).

Dave Doran, who is an executive coach and writes at The S4P Blog , offers How to Develop a Pre-Coaching Ritual. This post is geared towards external coaches, but could easily be used for leaders coaching an employee in a one-to-one setting.

Rosaria Hawkins draws an interesting connection between being “lost” and developing leaders.  In her post Lost: The Key to True Learning, she says: “It’s been said that true learning occurs when we are lost—in a liminal place, where nothing works, where old methods, strategies and knowledge just don’t cut it. How can we, as leaders, tap into this potent developmental space?” See more at The Mindful Leadership Blog.

Michael Cardus explores the 4^th phase of building high performance teams, inquiring, Accountability to the Team; When does that happen? on his blog Create Learning Team-Building Blog.

Using an analogy of tending plant life, Will Lukang identifies five things leaders must do to “grow” future leaders in Planting the Seeds for Leaders of Tomorrow at Will’s Blog .

“The use of the word team has greatly diluted what teamwork is really about. And along the way, the cult of teamwork has created skepticism, mistrust–and even guilt–among employees.” Because of this, Jim Taggart wants to rock the teamwork boat in his post Rethinking Teams: Getting Over the Guilt Complex. See more at the ChangingWinds blog.

Over at Management Excellence, Art Petty gives us plenty to contemplate about the challenges of developing a high-performing team in It’s Time to Start Teaching Your Team to Succeed.

Organizational Culture

In his travels Mark Stelzner meets some interesting people. Fortunately for us, he gleans wisdom from these unlikely sources and shares it in 4 Reasons Change is So Damn Hard at Inflexion Advisors.

Linda Fisher Thornton asks, “How are curiosity and imagination related to ethics and business leadership?” Read Curiosity and Imagination Necessary Ingredients in Ethical Business on her blog Leading in Context to see her answers.

John Kotter contributes to a Forbes.com blog called Change Leadership and submitted the post Throw Out Your Strategy? Not So Fast. It’s about how leaders can preserve a strategy they’ve worked hard to develop while they take a step back and focus on getting people in their organization to feel a renewed sense of urgency about the strategy.

Weaving social media use into an existing company’s culture is still presenting a challenge for many, even if they have a policy in place. According to Mark Bennett of Talented Apps, it’s because Social Media Policy: Only Just the Start. “The more you can determine a specific business performance measure that you can connect to the purported benefits of social media, the better” offers Mark.

Bob Lieberman likens executives resistant to a change initiative to encountering an elephant on the road– “if it wants to block the road, you’re sunk”. And this, he asserts, spells trouble for a change effort that’s not supported at the top of the organization. His post The Elephant In The Road appears on his blog Cultivating Creativity – Developing Leaders for the Creative Economy .

Read how Chery Gegelman of Giana Consulting was inspired to write the post Discover THE Solution after hearing presentations from executives from Coca-Cola and Chick-fil-A. Chery’s post highlights the value of strategic partnerships.

Leadership

You’re Not the Boss of Me is the name of Gwyn Teatro’s blog and in Going First Gwyn discusses what it means to be a leader and (bonus!) offers up some of her favorite leadership blogs.

The post Spotted: A Leader Without Title narrates a short encounter with a leader who needed no title to lead, causing Tanmay Vora to wonder, “what if well-bred, educated professionals stop looking at their jobs as a ‘transaction’ and start treating it as a ‘service’?” Learn more at QAspire Blog.

The post It Takes Courage and Character to Unify People by Don Shapiro appears on the multi-contributor site Lead Change Group Blog – Leaders Growing Leaders. In it, Don writes about the importance of unity and courage contrasted against division and fear. “The crisis we face today isn’t about techniques, methods and attributes of good leaders. We face a crisis of courage and character.”

Lisa Petrilli of C-Level Strategies shares insights from the recent CEO Connection Boot Camp regarding the most pressing issues on CEOs’ minds today in her post Four Priorities Keeping CEOs Up at Night.

In Leadership Guru Reality Check, Brett Simmons of Bret L. Simmons – Positive Organizational Behavior implores us to be wary of the impressively packaged books touting the next leadership “guru”. To be serious about the practice of leadership, he advocates getting to know the true heavy-hitters in the leadership development discipline.

Jason Price draws upon lessons learned in carpentry to define the two key aspects of leadership in Cutting Boards and Building the Leader Within at his One Money Design blog.

David Burkus of Leader Lab muses about the merit of making the distinction between “leadership” and “management” in Toward a New Kind of Distinction.

Personal Effectiveness

Miriam Gomberg sees a connection between customer service and leadership. She writes “I believe that great leaders do what is right without asking for anything in return and the post The Meaning of Customer Service: Pay it Forward embodies the sentiment well.” Find out about the leadership/customer service connection at Miriam Gomberg.

David Wentworth contributes to the Institute for Corporate Productivity’s TrendWatcher site and offers up ways that leaders can incorporate mobile learning into their daily practices in Mobile Learning Anywhere Anytime

Jason Seiden’s 10 Great Ways to Get Focused… Fast! is a quick hit-list of ways to help you “get yourself grounded, focused, and ready to crush”. See it at My blog is profersonal (yes, that’s the correct spelling)

On Utpal Writes, being open and willing to admit what you do (and don’t) know is the way to being “self cognizant” says Utpal Vaishnav . He urges readers to Know Thyself Better! to develop their leadership skills.

In his post Why Going Back Doesn’t Work Eric Pennington explains why going back is rarely a good plan of action-in work and life. “Revisionism gives us the luxury of telling ourselves lies”, he tells us on his blog Epic Living and gives us 7 reasons why he believes this to be true.

The entry by Bill Matthies is succinct, yet thought-provoking: “Management is often thought of as one telling others what to do but do we give enough thought to what we should do?” Check out his unique blog format at Business Wisdom: Words to Manage By in the post Personal SWOT? in which your comments form the bulk of the post.

Steve Roesler of All Things Workplace wonders Is Everyone Coachable? See his list of 5 traits you must possess to be a viable candidate for coaching.

So there you have it— yet another excellent round-up of leadership essays. Oh, and one more—my entry is Following. It’s the New Leadership, which was inspired by my first in-person attendance at a TEDx event.

Image credit: Great Leadership

Too many managers (of all ages and at all levels) tell me they are using texting, Twitter and email to manage their people. They’re even using them for performance reviews, layoffs and terminations.

When I ask why they use them I’m told some variation of ‘saves time’, ‘more immediate’, ‘modern way to manage’, ‘cool’ or the worst one, ‘lets me focus on what’s important.’

I may be a digital dinosaur, but I’m here to tell them (and you if you are on the receiving end) that that isn’t managing; it’s avoidance pure and simple.

It’s having the title while avoiding every single action required to lead a high-performing organization. It trashes careers and shows enormous disrespect for people.

In short, it’s a total copout; unfair to the team, the company and the investors.

What’s important are the people, because without the people there is no company and if there is no company you have no job.

Flickr image credit: http://www.flickr.com/photos/danzen/4137160631/

Mark Stelzner at Inflexion Point is host for the December Leadership Development Carnival and he’s done it with such flair and good imagery that it’s silly for me to try and improve his snowstorm analogy.

Although the weather outside may be frightful, this Carnival’s writers are so delightful. So stoke the fire, grab a blanket and get ready to curl up with some of the best leadership writing from the past thirty days. Cozy yet? Good… let’s jump right in.

Leadership Whiteout

The good thing about a whiteout is that you have no choice but to stop and pay attention:

• Wally Bock of Three Star Leadership warns you to Mind The Leadership Gap.
• Art Petty of Management Excellence reflects on the year in Leadership Style 2009 – What We Learned.
• Taleo’s Alice Snell calls out the Leadership Void.
• Find some direction with Bret Simmons’ You Will Lead The Same Way You Follow, So Be Careful About How You Follow.
• Aspire’s Mary Jo Asmus provides terrific guidance with, What Do You Believe About Leadership?
• Janna Rust of Purposeful Leadership offers Coaching: How the Best Leaders Teach.

Surviving The Blizzard

2009 has been anything but easy:

• Coaching Tip’s John Agno leads us off with Six Essential Leadership Traits for Hard Times.
• Barbra Sundquist of Become a Certified Coach offers great tips on How To Help Someone Who Is Stuck.
• Working Girl’s Laura Schroeder taps into employees’ Enlightened Self-Interest.
• Miki Saxon of MAPping Company Success shares The Secret of Motivation.
• HR Bartender Sharlyn Lauby shares her tale of Workplace Ethics and the Three Monkeys.
• Nick McCormick channels John Spence of Awesomely Simple in You Become What You Focus On.
• Mountain State University’s Becky Robinson states the importance of Creating Community.

Plowing Through

We often have no choice but to push forward:

• MoneyNing’s David Ning has 12 Surprisingly Simple Ways to Get More Done.
• James of Organize IT supplies an Emergency Response Guide.
• Patti Blevins suggests you Develop Your Prosperity Consciousness.
• Without Warning Coach Rodney Johnson throws down in Wrestling With Alligators.
• The People Equation’s Jennifer Miller breaks through The Ambiguity Factor.
• Scientific Management’s Aaron Windeler provides 4 Leadership Tactics That Help The Bottom Line.
• Chris Young of Maximize Possibility offers 5 Ways To Keep “Accountability” From Becoming A Buzzword.

Finding Snowflakes

Let’s face it, some employees/leaders may be more unique than others:

• Great Leadership’s Dan McCarthy reminds us that High Potential Notification Guidelines should not be too heavy or too light.
• GeekMBA360 lets you in on the Dirty Secrets of Performance Reviews.
• Amy Wilson of TalentedApps uses her senses in Be Their Eyes And Ears.
• Andy Klein of the Fortune Group tells us Why Leaders Must Hold People Accountable (or deserve their failure).
• Lisa Rosendahl of Simply Lisa states that Leadership Is Only As Good As The Leader.
• Dallas Bragg of Developing Daily offers helpful tips on Mentoring New Employees.
• The Mentor Club’s Louise Moule quantifies The X Factor Of A Consultant.
• Miki Saxon of Leadership Turn provides a simple truth in Real Leaders Are Fair.

Brain Freeze

Sure it’s cold, but that’s really no excuse:

• Madeleine Van Hecke’s post on SharpBrains teaches us to Train Your (Brain’s) Autopilot (and how to turn it off).
• Management Issues’ Wayne Turmel shakes up your inner lizard in Reptilian Brains.
• Anne Perschel of Germane Consulting asks, Are You Smarter Than A Fish?
• Jonathan Senior of Sharp End Training makes you an instant expert with the Buzz Phrase Generator.

Good stuff. Mark asks, “What issues would you like this crowd to tackle in 2010?” Let me know and I’ll pass on your comments or post them at Mark’s site.

Image credit: Great Leadership

Mark Stelzner at Inflexion Point is host for the December Leadership Development Carnival and he’s done it with such flair and good imagery that it’s silly for me to try and improve his snowstorm analogy.

Although the weather outside may be frightful, this Carnival’s writers are so delightful. So stoke the fire, grab a blanket and get ready to curl up with some of the best leadership writing from the past thirty days. Cozy yet? Good… let’s jump right in. Leadership Whiteout The good thing about a whiteout is that you have no choice but to stop and pay attention:

• Wally Bock of Three Star Leadership warns you to Mind The Leadership Gap.
• Art Petty of Management Excellence reflects on the year in Leadership Style 2009 – What We Learned.
• Taleo’s Alice Snell calls out the Leadership Void.
• Find some direction with Bret Simmons’ You Will Lead The Same Way You Follow, So Be Careful About How You Follow.
• Aspire’s Mary Jo Asmus provides terrific guidance with, What Do You Believe About Leadership?
• Janna Rust of Purposeful Leadership offers Coaching: How the Best Leaders Teach.

Surviving The Blizzard 2009 has been anything but easy:

• Coaching Tip’s John Agno leads us off with Six Essential Leadership Traits for Hard Times.
• Barbra Sundquist of Become a Certified Coach offers great tips on How To Help Someone Who Is Stuck.
• Working Girl’s Laura Schroeder taps into employees’ Enlightened Self-Interest.
• Miki Saxon of MAPping Company Success shares The Secret of Motivation.
• HR Bartender Sharlyn Lauby shares her tale of Workplace Ethics and the Three Monkeys.
• Nick McCormick channels John Spence of Awesomely Simple in You Become What You Focus On.
• Mountain State University’s Becky Robinson states the importance of Creating Community.

Plowing Through We often have no choice but to push forward:

• MoneyNing’s David Ning has 12 Surprisingly Simple Ways to Get More Done.
• James of Organize IT supplies an Emergency Response Guide.
• Patti Blevins suggests you Develop Your Prosperity Consciousness.
• Without Warning Coach Rodney Johnson throws down in Wrestling With Alligators.
• The People Equation’s Jennifer Miller breaks through The Ambiguity Factor.
• Scientific Management’s Aaron Windeler provides 4 Leadership Tactics That Help The Bottom Line.
• Chris Young of Maximize Possibility offers 5 Ways To Keep “Accountability” From Becoming A Buzzword.

Finding Snowflakes Let’s face it, some employees/leaders may be more unique than others:

• Great Leadership’s Dan McCarthy reminds us that High Potential Notification Guidelines should not be too heavy or too light.
• GeekMBA360 lets you in on the Dirty Secrets of Performance Reviews.
• Amy Wilson of TalentedApps uses her senses in Be Their Eyes And Ears.
• Andy Klein of the Fortune Group tells us Why Leaders Must Hold People Accountable (or deserve their failure).
• Lisa Rosendahl of Simply Lisa states that Leadership Is Only As Good As The Leader.
• Dallas Bragg of Developing Daily offers helpful tips on Mentoring New Employees.
• The Mentor Club’s Louise Moule quantifies The X Factor Of A Consultant.
• Miki Saxon of Leadership Turn provides a simple truth in Real Leaders Are Fair.

Brain Freeze Sure it’s cold, but that’s really no excuse:

• Madeleine Van Hecke’s post on SharpBrains teaches us to Train Your (Brain’s) Autopilot (and how to turn it off).
• Management Issues’ Wayne Turmel shakes up your inner lizard in Reptilian Brains.
• Anne Perschel of Germane Consulting asks, Are You Smarter Than A Fish?
• Jonathan Senior of Sharp End Training makes you an instant expert with the Buzz Phrase Generator.

Good stuff. Mark asks, “What issues would you like this crowd to tackle in 2010?” Let me know and I’ll pass on your comments or post them at Mark’s site.Your comments—priceless Don’t miss a post, subscribe via RSS or EMAILImage credit: Great Leadership

Stress is like chlorestoral—there is good stress and bad stress.

A year ago I wrote a post about the problems of stress in the workplace. During the intervening months the economic situation has worsened and stress has increased exponentially.

Managers are under fire and being forced to do far more with far less—a situation that automatically raises stress in any workplace. And there are still those out there who prefer to manage by stress.

I decided to revisit that post, because I believe it’s very important.

Stress, Death and Obesity

Years ago I knew a manager who believed that high stress yielded the best productivity, he generated that environment by setting unrealistic deadlines and generating plenty of consequence-fear (I, and my fellow recruiters, considered his organization our happy hunting ground). The year his department’s turnover hit 99%, which was everyone except him, he was finally terminated.

There are still too many managers who run stress-filled organizations and too many companies that ignore, allow, and even support them—it’s called performance culture—but, as they say, these times they are a’changin’—even if it takes suicide as the wake-up call for some.

“Earlier this year, the French automaker, Renault, found itself doing some soul-searching following a rash of suicides at a design complex outside Paris. In the course of about five months, three engineers killed themselves. In suicide notes and conversations with their families before taking their lives, the three men voiced anxiety about unreasonable workloads, high-pressure management tactics, exhaustion, and humiliating criticism in front of colleagues during performance reviews.”

And companies are starting to get it, “Draper Laboratory, an R&D shop based in Cambridge, Mass., refuses to buy BlackBerrys for its engineers.”How can anyone be creative if they are on’ 24 hours a day?” asks HR Director Jeanne Benoit. “We want to keep them fresh and robust.””

Another recent finding adds another significant reason to reduce worker stress, touching on businesses’ greatest bogyman—obesity and its effect on worker health.

“Scientists reported yesterday that they have uncovered a biological switch by which stress can promote obesity, a discovery that could help explain the world’s growing weight problem…”

Now you have two negatives—death and obesity—and two positives—creativity and retention; separately or together they have an enormous impact on the bottom line.

Here are six ideas from Business Week that you can do to reduce stress in your organization.

• Educate employees about stress types
  Good stress is about concentration and creativity. Bad stress is about panic and fear.
• Never worry alone
  Sharing concerns can turn problems into brainstorming sessions. Teams are cemented through problem-solving.
• Create a listening culture
  If you’re not hearing about problems, there’s a problem. A good gauge: How many e-mails do you get from staff?
• Conduct autopsies without blame
  Make it safe to fail. Innovation languishes in blame-happy cultures.
• Create a listening culture
  If you’re not hearing about problems, there’s a problem. A good gauge: How many e-mails do you get from staff?
• Encourage workers to ask for help
  What is toxically stressful for one can be an exciting challenge for a team.

No, they won’t get it done in a day, but there aren’t any silver bullets for organizational changes (or anything else, for that matter)—especially those involving individual MAP—all you can do is start and then keep going.

Finally, if you run a company, or any organization, and you don’t heed this wake-up call to start reducing negative stress then, as a manager (and a person), you are heading for the same fate as the dodo bird.

Image credit: TenSafeFrogs on flickr

A few of weeks ago I wrote about how kids believe they are entitled to good grades for trying as opposed to achieving.

That post was sparked by Andrew’s comment and he also sent me an article about grade inflation in colleges showing that the trend is progressing unabated.

An article today in the NYTimes describes a new approach to grades,

“In Pelham, the second-grade report card includes 39 separate skill scores — 10 each in math and language arts, 2 each in science and social studies, and a total of 15 in art, music, physical education, technology and “learning behaviors” — engagement, respect, responsibility, organization…standards-based report cards helped students chart their own courses for improvement; as part of the process, they each develop individual goals, which are discussed with teachers and parents, and assemble portfolios of work.”

“I was never the A student, and it would constantly frustrate me,” Dr. Dennis Lauro, Pelham’s superintendent said. “Nobody ever bothered to tell me how to get that A, to get to that next level.”

I think that the approach is good since it focuses back on learning and not just on testing and it’s being adopted in various districts across the country.

The down side is that most districts don’t have the money or parental ability, not just involvement, of an upscale Westchester, NY suburb.

Currently grading in most schools, K-12 through college, is on a curve where the best gets an A. But as Dr. Thomas R. Guskey, a professor at Georgetown College in Kentucky, says “The dilemma with that system is you really don’t know whether anybody has learned anything. They could all have done miserably, just some less miserably than others.”

I agree. When people do average work they shouldn’t get an A because everyone else is below average or flunked.

If it can be made to work I think the idea of the kids working with parents and teachers to set goals to work towards and the sense of accomplishment that comes from achieving them is excellent; it’s motivating and prepares them for the real world of performance reviews—at least when they’re done correctly.

This could be a step forward, but it involves change.

“The executive director of the National Association of Secondary School Principals, Gerald Tirozzi — who supports standards-based report cards — said that many educators and parents were far from ready to scrap letter grades, especially for older students, in part because they worry about the ripple effects on things like the honor roll and class rank.”

“I think the present grading system — A, B, C, D, F — is ingrained in us,” Mr. Tirozzi said. “It’s the language which college admissions officers understand; it’s the language which parents understand.”

And we certainly can’t expect adults to change or learn anything new just to improve kids’ education—can we?

This reminds me of something that happened decades ago. Women would taste baby food and if it didn’t taste good to them they wouldn’t buy it, so Gerber added salt in order to appeal to the adults. When the public finally woke up and screamed Gerber quickly changed the formulas.

Right now the public is whining, any suggestions on how to get them screaming?

Your comments—priceless

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Image credit: flickr

Tuesday I wrote that corporate culture was the new black and here’s yet more proof for that notion.Over at Enterprise Innovation, IBM’s Linda Sanford writes that more than anything else it’s corporate culture that fosters innovation and ‘innovation can transform business, create new markets and drive economic growth.’

Innovation, as opposed to invention, is critical in a slowing economy—‘Invention is the creation of something new… Innovation is the application of invention to business or societal needs.’

Management is finally coming to the realization that cost containment—dominantly i n the form of layoffs—isn’t going to cut it anymore.

‘This was supported in the findings of IBM’s recent Global CEO studies showed that four out of five CEOs pointed to revenue growth – not cost containment – as their top priority for boosting financial performance.’

Not only that, but they’re finally figuring out what many of us ‘little people’ have been saying for years—it’s the people, stupid.

‘The CEOs said the best way to drive new growth is through increasingly differentiated products and services – but they also said that this type of innovation will be impossible without a renewed focus on people, including retention and re-education to keep vital knowledge within the organization and to develop new skills to compete in a more demanding and fast-changing global economy.’

Sanford goes on to say that collaboration is the critical behavioral key, that it involves much more than new IT tools and that it’s not something just for the rank and file.

‘Senior management needs to model the type of collaborative behavior they’re trying to encourage. Performance reviews, bonus and incentive plans must be aligned with the goals of creating a collaborative, high-performance culture of innovation.’

That’s it. You can buy all the Web 2.0 technology available and talk about it until you’re blue in the face, but without true behavioral changes starting at the top and backed by putting your money where your mouth is it just won’t happen.

What are you doing to develop a culture of innovation in your company?

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I’ve written on and off about the importance of, and how to do, performance reviews and it’s that time of year again.So in yet another effort to convince you doubters out there that honesty is the best policy and your people really don’t want to hear feel-good fudging, prevarications or outright lies, especially around Christmas.

Social psychologist William B. Swann in a new study published in the Academy of Management Journal… People don’t like to be treated positively if they know it is not heartfelt. If people are coming across as inauthentic and forcing you to come across as inauthentic in return, that can be enormously stressful… His work has centered on an idea known as self-verification theory. All people carry around an image of themselves that tells them who they are, whether they are good-looking or average-looking, for example, or clever at math, or kind and thoughtful or largely self-centered. Inasmuch as people want to be recognized for the things they are good at, Swann’s work suggests many people also want honest acknowledgments of their flaws, and that when these flaws are minimized or wished away, people end up feeling worse rather than better.

Just remember, honest and authentic don’t mean abusive or destructive. Offering recognition of what the person does well and being candid about areas that need improvement are two hallmarks of a good review.

The third is no surprises, which means that you’ve been giving candid feedback throughout the year.

What kind of reviews do you give? Receive?

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I’ve written several times in the past on the longevity of anything posted on the Net as well as the likelihood of it being seen by the unexpected—recruiters, bosses, spouses, parents, etc.

But the age-old warnings not to mix business and pleasure seem to have gone by the wayside, as has any real meaning for the word “friend.”

It all rose to a new level when using Facebook for business became the topic du jour within some of my business groups.

The interest was confirmed in an August 20 article in Business Week that said, “The number of unique Facebook visitors 35 and older more than doubled in June from a year ago, to 11.5 million, according to market researcher comScore Media Metrix.”

“”The lines between what’s business and what’s personal have blurred,” says Facebook co-founder and CEO Mark Zuckerberg, 23…but it’s likely Facebook’s new demographic will demand even more ways to differentiate between various levels of “friends.” (Level one: ex-dorm buddies, girlfriends. Level two: sales contacts, fantasy-league teammates. Level three: anyone who signs off on your performance review.)”

On September 17, Business Week’s MediaCentric columnist Jon Fine explored the potential conflicts you have when creating a mashup of the personal and professional, “You didn’t have to explain your more colorful old friends, the ones pursuing batik or semi-pro skateboarding, to your clueless, business-casual office frenemies. Now that social networking has grown up-or grown out, now that Facebook attracts practically everyone-you will.”

As a closet Luddite I don’t do a lot of social media, I’m on LinkedIn because it’s useful and offers a lot of control, but that’s about it. And I don’t accept all the invitations from people I’ve never heard of, who don’t even respond to a reply suggesting we get to know each other. Nor would I have much confidence in a recommendation from someone with thousands of connections. I’m sure they know some of them well enough, but there’s no way to tell if they actually know the person they’ve recommended.

But I’m not hard to reach, that’s why there’s both an email and a toll-free phone number in the right column. Go ahead, contact me and let’s get to know each other.

Finally, lest you think I’m judging all this, I’m not. I can only decide what works for me, not for anybody else. I just think that people need to give more thought, look before they leap, and always remember that there’s no delete key for stuff on the web.