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People
First!
Publisher: James Carter
http://www.EmployeeDevelopmentSolutions.com
Repario Ltd. 2004 - 2008
"Take away my people, but leave
my factories, and soon grass will grow on the factory
floors. Take away my factories, but leave my people,
and soon we will have a new and better factory."
--
Andrew Carnegie
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First! is sent only to subscribers.
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IN
THIS ISSUE
1.
Recent Poll Results
2.
New HR News Service & Recent
News
3.
My Issue For This Issue - The Best Team Experience,
by JoAnn McNutt
4.
Books on the Subject of Teams
1.
Recent Poll Results
How
effective are the team building exercises within
your organization?
| Percentage |
Response |
| 14.29% |
Very |
| 14.29% |
Somewhat |
| 14.29% |
Not
Very |
| 57.14% |
We
don't do team building. |
| #
Respondents = |
18 |
What
motivates you to stay in your current job?
| Percentage |
Response |
| 31.58% |
Money |
| 15.79% |
Relationships. |
| 0.00% |
Small
Perks |
| 0.00% |
Stock
Options. |
| 15.79 |
Flex
Time. |
| 36.84 |
None
of the Above. |
| #
Respondents = |
19 |
What
kind of training could you use the most?
| Percentage |
Response |
| 25.00% |
Interpersonal
Communication |
| 37.50% |
Team
Building |
| 37.50% |
Conflict
Resolution |
| 00.00% |
Diversity |
| 00.00% |
Management |
| 00.00% |
None
of the Above |
| #
Respondents = |
8 |
Top
2.
Recent News - NEW HR Service!
We
have provided a new service on our website.
Updated,
by the minute HR-related news. Here is the link:
www.employeedevelopmentsolutions.com/hrnews.htm
There
is so much news I can hardly keep up. Also, many of
the news links go dead. However, there has been a
lambasting of the FBI recently. Obviously, these are
monumental screw-ups, but don't many of the same things
happen in every company? There are just not the public
ramifications for most of the decisions we make in
our companies. We should all learn from the mistakes
the FBI has made and make sure they don't happen in
our own organizations.
a. FBI's Freeh Admits Agency Has 'Culture' Problem
May 17, 2001 2:41 pm EST
By
Sue Pleming
http://c.moreover.com/click/here.pl?b19221061
b. FBI 'Culture' Must Change, Critics Say
Freeh Leaving Behind Unfulfilled Goals
By Roberto Suro
Washington Post Staff Writer
Sunday, May 13, 2001; Page A01
http://c.moreover.com/click/here.pl?b19005863
c.
The Culture of 'Yes Men'
Freeh explains how FBI let documents fall through
cracks
By Michael Isikoff
NEWSWEEK WEB EXCLUSIVE
http://c.moreover.com/click/here.pl?b19213082
d. CEO discusses LookSmart's corporate culture
Evan Thornley, LookSmart
EVAN THORNLEY is Co-founder and Chief Executive
Officer of LookSmart
TWST:
Could you tell us about your corporate culture
and what you do to encourage creativity and things
like that?
Mr. Thornley: I don't think we've ever really
fitted into some of the extremes of Silicon Valley
corporate culture. Our company went through a
lot of financing challenges in the early days,
partly because we started the company outside
the US, and so we're not well connected here.
We've always had a pretty realistic corporate
culture and a strong fighting culture. At a time
when the industry in general is experiencing difficulties,
I think some of the cultures that were built on
unsustainable models and, you know, people smoking
too much of their stuff, are really suffering.
I think we're finding that there is a real strength
in the environment that we've created at LookSmart:
good deal of realism, a good deal of loyalty and
a good deal of long-term belief about the value
that we are creating for our customers and for
their users.
Complete
Story: http://c.moreover.com/click/here.pl?b18503232
e.
EVP speaks about Celera Genomics Group's corporate
culture
Peter Barrett, Celera Genomics Group
PETER BARRETT is Executive Vice President and Chief
Business Officer of Celera Genomics Group
TWST:
Given that rapid expansion, what is the corporate
culture that you've tried to build at Celera?
Dr. Barrett: The culture here is one that wants
to change the world in a lot of ways, both from
the science and from social impact. People ask
us often, "How were you so successful so
fast?" and I think it is that overarching
vision, that by doing, if you will, big science,
we can do things a lot faster and really have
social impact. So I think the culture is very
dynamic, very goal-driven in terms of achievement,
with quite a team spirit, and not at all hierarchical.
Complete
story: http://c.moreover.com/click/here.pl?b18939072
f. Chainsaw Al: Corporate heartlessness
incarnate
ROBERT RENO
It's
hard to overstate the influence of Albert Dunlap
on America's business culture. He's best remembered
as ``Chainsaw Al,'' the man who made corporate
heartlessness respectable and redefined employer-employee
loyalty as a one-way street.
Still,
even in the shreds of Dunlap's career, today's
corporate leaders fail to read the correct lesson:
When you treat your workforce as a disposable
commodity, you risk discarding both decency and
profits.
Complete
Story: http://c.moreover.com/click/here.pl?j19257770&w=WIZARDCODEHERE
Top
3.
My Issue For This Issue - The Best Team Experience
The
Best Team Experience
By JoAnn McNutt
When
I think about the best experiences I've had working
in teams, what comes to mind is the feeling of satisfaction
and the sense of accomplishment that comes out of
hard work, stress, and lots of laughter. What makes
the team experience so great is a combination of several
factors. But the most important factor is how I feel
about myself during the group (team) process. The
group experiences that are most memorable are the
ones in which I feel that I had made significant contributions.
In
many ways, it's up to the individual whether or not
s/he has a positive or negative team experience. We
often think too highly of how others relate to us,
but with a conscious effort, we as individuals can
make the ultimate difference in how we affect the
group process and outcomes. This means that we have
to make a commitment, to ourselves and to the members
of the team, to do "our part".
Here's what I think it means to do "our part":
- Decide
to accept your team members as they are. Although
it's much easier said than done, we need to consciously
decide to accept others. If we wait around for our
feelings to dictate whether or not we're going to
like someone on our team, it might be too late.
Go into your next team assignment with a commitment
to accept others as they are. Try it! Mind over
matter. If you don't mind, it don't matter.
- Be
honest in the moment. Sometimes, things do matter
and it bothers us. Speak up! Don't wait until the
team has already made the decision. Make sure you're
honest with yourself and others throughout the entire
team process. But remember that it's all in how
you say it.
- Be
humble. Be humble by suspending judgment of others
and their ideas, opinions, and suggestions. Give
people the benefit of the doubt that their ideas
are brilliant and give them the opportunity to express
themselves. When they do the same for you, you'll
realize just how important it is to be given this
respect.
- Remember
that others' worldviews are as just as right as
yours. As you go through the team process, remind
yourself that the way you view your world is not
the only way. In fact, when you look through the
lens of others, your world will be much more richer
and clearer.
- Encourage
your team members. No team is without disagreements
and miscommunication. But when these things happen,
you have a choice to make this a learning opportunity
and grow, or perpetuate the cycle. With a little
bit of encouragement and commitment from all the
team members, teams can move forward and accomplish
great things.
"Doing
our part" simply acknowledges that we are, indeed,
empowered to make a difference in our teams. Be aware
of how we act and treat others. Being a team player
that is accepting, honest, humble, and encouraging,
is a conscious decision we all need to make.
Contact
JoAnn: joann@employeedevelopmentsolutions.com
Top
4.
Books on the Subject of Teams
Do
your self a favor and go to half.com for books before
you buy any. I have had fantastic results from purchasing
from this website.
There
are hundreds of books on teams and team building,
but I have found these two to be very interesting.
The
Wisdom of Teams: Creating the High-Performance Organization
by Jon R. Katzenbach, Douglas K. Smith
This was a great book. Most of you have probably already
read this book or heard of it if you are interested
in teamwork or team-based projects. This is one to
buy and reread from time to time.
No
More Teams! : Mastering the Dynamics of Creative Collaboration
by Michael Schrage
This was a different approach to working together,
not just in team-based settings. I found it thought
provoking and made me really think about what it means
to be on a team. I feel it is worth a look.
Top
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