Who is on your personal board of directors?

Corporations have them.  Public utilities answer to them.  Executives are asked to participate on them.  A Board of Directors.  The body of oversight that typically governs the organization by establishing broad policies and objectives, reviewing the performance of the chief executive, and accounting to the stakeholders for the organization’s performance.

This group of individuals guiding an organization has a role that could also benefit our own leadership.  Have you ever thought about it?  Do you have a personal board of directors?

Granted, my personal board might not direct my finances, nor would they report the quality of my performance to colleagues.  But what about the level of accountability to my decision making and how I behave as a leader?  Hmm…couldn’t we all benefit from that oversight?

At the organizational level, board members have specific requirements, so it seems appropriate to also extend this consideration to our own Board members.  Here are a few considerations to keep in mind:

1.  Board members are not your easy-going friends
A level of personal accountability is impossible if we surround ourselves with friends or colleagues who enable our behavior.  They (like ourselves) will justify our actions and thinking to the point they are simply our mirror.  Your personal Board must be able to ask you the tough questions that dig deeper at motive, consequences and the bigger implication of our actions.

2.  Must accept feedback
It’s one thing to ask “how am I doing?”  It’s another to actually listen to what is being said.  For most, the temptation to “explain away” our behavior trumps any opportunity for improvement.  “Yes but” is phrase we should try to eliminate from our vocabulary when it comes to feedback.    Easier said than done.

3.  Must be more honest with them than you are yourself
Human nature often forces us to either be our own worst critic or have a blind spot self image.  And because of that tendency, it’s important to recognize the independent nature of a personal Board.  They should ask the questions we don’t like to ask.  And more importantly, they push us until we answer truthfully. 

This may sound like an exercise of angst but the presence of specific people in our lives – to make us better – bring some worthwhile benefits:

1.  Sharpens you
Iron sharpens iron.  And without others in our lives who sharpen (challenge us, grow us, encourage us), we lose our edge.  And before long, we are like everyone else who simply get by.

2.  Holds you to a higher standard than you hold yourself
These folks want me to succeed.  They are my cheerleader and conscience.  And more importantly, they protect us from ourselves.

3.  A sounding board
In a culture where anything is possible, isn’t it beneficial to have a few trustworthy folks you interact with periodically who can see a different perspective on our life than we do?  A personal “GPS” can keep us on course.

This is a powerful concept.   The reality is, we each probably have those two to three folks we call our confidants.  Perhaps the next step is to formalize those relationships a bit. 

What an honor to be asked to serve on this Board for someone.  And what a benefit we gain from the experience of having our own.

 So, when is your first Board meeting?

Safe to Hazardous in a Split Second

Snow has an interesting effect on everything.  It takes every adult back to childhood with the memories of winter frolicking and it creates jubilation with children as the words “school closed” spider across television screens.

It also has an impact on our travel.  Middle Tennessee was in the path of a severe winter snowstorm this past weekend.  I had a business trip planned with a client at the southern tip of Alabama – a drive that should have taken 6 ½ hours.  Factor in snow, sleet worried drivers, and that trip become 11 hours – four of which included the 100 mile trek out of Tennessee.

During those four hours I saw numerous mishaps, stranded drivers, and conditions that made you wonder how in the world a vehicle landed a certain way.  After making it safely to the state line with weather conditions of rain [which was a welcome site], I began to think.

How quickly did travel seem to be safe yet suddenly become hazardous? 

As leaders, how quickly can the same happen?  I believe it can begin with a single decision.

It is so easy to get into our leadership routine.  We show up, do our job, interact with others, transact business, solve problems and return the next day to do it all over again.  We intend to stay on course, but how often do we make a decision that could ultimately become hazardous…to either ourselves or someone else?

There have been several stories in the news recently following the impact of decisions made.  John Edwards’ infidelity some two years ago is now coming to full light.  The public continues to wonder where Tiger Woods is since his Thanksgiving traffic incident.  And the list goes on.

I believe there are some valuable lessons to learn in our own leadership – if we pay attention.  Think long and hard about any decision that involves someone else – directly or indirectly. 

Here are three quick take-aways to keep in mind:
1.  Decisions made in a split second can have long-lasting effects.
2.  The language of business is money but the language of loyalty is character.
3.  Despite your accomplishments, one poor decision can become your legacy.

I arrived safely back in Tennessee after an eventful travel weekend.  On my way trip back, I passed several of those same vehicles I saw on Friday – still stranded, some wrecked.  I hope the travelers are okay. 

For our leadership mishaps, I wish the same.

NBC’s late night shuffle: NOT the model succession plan

Late night television has certainly been in the spotlight the last few weeks; however, it has nothing to do with opening monologues or headliner guests.  NBC’s shuffle of the renowned Tonight Show has created a media stir network television hasn’t seen in some time.  It’s interesting to note that the media frenzy of late is the result of business decisions made at least 4 years ago. 

How did we get here?
The first news of any shakeup actually began in late 2004 when Jay Leno announced his “planned” retirement in 2009 (Little is really known as to who was really behind Leno’s decision to leave late night television.).  NBC announced shortly afterward that Conan O’Brien would be his successor.  Less than twenty-four months later, Leno declared that he may not be ready for a full retirement and indicated his possible interest in other possible hosting opportunities.

NBC made no changes in its talent strategy and in July, 2008 announced a more definitive timeline for Conan’s move from Late Night to the Tonight Show.  Leno was still speculative on where he would go. 

In a surprising announcement in December 2008, Leno announced he would stay with NBC but move to a prime time slot to be a part of a new programming strategy.

The end of May 2009 said goodbye to Leno as the late night host and said hello to Conan as the new face for The Tonight Show.  Leno began his new prime time show in September of last year.  The fourth quarter of 2009 began the best test:  ratings.  Audiences voted with viewership to both programs.  And surprisingly, or not, neither fared very well in ratings.

Rumors began swirling in mid-January of this year that a programming shake-up was looming.  And on January 8^th, NBC confirmed Leno was coming back to late night and Conan’s time slot would revert back to the later time slot.

Then the war really began. 

Both Leno and O’Brien offered their perspectives on the subject numerous times, as did many others.  Critics praised and scoffed NBC execs on the matter.   And the result was a $30-$40 million severance package for O’Brien.  A complete timeline of these events is available here.

Possible Take-aways
In the midst of this very public succession plan debacle, there are [at least] four valuable lessons to be learned:

#1  A succession plan is never absolute.
Businesses must plan for its continuity in two areas:  customer relationships and key business knowledge.  It is how businesses sustain their future.  However, any succession plan must have a level of fluidity to adapt to the human element as well as the potential for changing market conditions.  What may appear favorable on paper during the planning phase in reality may not play out as designed.   

#2  A successful talent strategy must have the buy-in of the talent.
As leaders tap into up-and-coming talent in an organization, the dialogue must include dual-sided perspectives on the future.  What is best for the organization’s future must match the goals and desires of the talent.  Forced staffing changes may work in the short-term, and may even produce the desired business objectives.  But in the long run, a lack of total buy-in will shortchange the process.  And truthfully, in some way both the organization and individual “fail” as well.

#3  A successful talent strategy always has a Plan B.
In the case of NBC’s recent talent struggle, we saw the pieces of the puzzle move, rotate and ultimately exit because “Plan A” did not manifest to its original hopes.  A secondary plan had to be created, perhaps out of desperation.   How interesting it would have been to sit in NBC’s boardroom to hear the “what will we do now?” discussions.  I’m curious to know if a Plan B was ever really on the table until it was obvious Plan A was not working. 

#4  A successful talent strategy has both tangible and intangible outcomes.
It is no secret that NBC execs’ decision to shuffle their talent line-up was grounded in market share and financial returns.  Their hopes of a smooth Leno/Conan transition should have resulted in ratings.  Instead, a media debacle occurred resulting in a tremendous financial payout to Conan.  And on another front, the real casualties from this decision are the numerous staffers who will be displaced when Conan leaves NBC.   Organizational changes always create a ripple effect. 

So as you sit back and watch NBC’s possible blunders, it’s easy to point fingers.  The reality is this:   your organization [or mine] may not be publicized on national television.   But the decisions we make about our organization’s future is just as public in the eyes of our employees. 

So, here’s the big question:  how are you planning for your organization’s future?

How expensive are my distractions?

I recently visited a local American Red Cross to make a blood donation.  My experience was like most other times I’ve stopped by to contribute – with one exception this time.

As my donation was finishing up, my nurse was attending to me when a male co-worker entered the donation area and announced loudly he was leaving the area to attend an important meeting.  His demeanor was a bit humorous which caused several of the nurses to make joking comments to him.

The nurse turned her attention back to me to complete my donation – or so I thought – when she quickly realized that she had forgotten to fill the test vials with my blood (this is the last task usually performed before the needle is removed).  Medically, she couldn’t undo her action and instead, had to ask my permission to stick my other arm to get the test blood.

Imagine the thoughts running through my mind.  Two needles?  Really?  But it was true.  So she quickly prepped my other arm and “completely” finished my donation.

Now, please understand.  The nurse apologized and her error took only a few minutes to correct (albeit, I’ll be sore in two arms now instead of one).   However, this interaction caused me to pause and reflect on the impact of distractions.

Our world is fast-paced. We have tricked ourselves into thinking we are masters of multi-tasking.  But sadly, a lack of real focus can cost.  It does have a price tag – whether it be in time, dollars, resources, patience, reputation, or countless others.

In the spirit of your own professional development [and mine], how would you answer these questions:

• How easily am I distracted by the trivial activities in my workplace?  Do I get caught up in the grapevine or fall victim to the naysayers of the office?
• How often do I let my personal agenda affect my focus and priority to my customer’s needs?  And what does it cost them?

So, how do you manage those inevitable distractions?  Try these three quick tips:

1. Be assertive with the distracters.  You know who they are – the people who struggle with boundaries and interrupt you with ease.  Learn to be bold [not rude] with these invasions and protect your time and focus.
2. Take “clear your head moments” when you need them.  When the voices in your head speak louder than your focus, break away.  Do something physical, listen to a song – anything to clear your mind.
3. Keep a manageable, doable “to do” list.  Too many items on the list is self-defeating.  Structure it in a way that helps you feel confidence in accomplishing tasks.

Distractions are a part of everyday life.  We can’t stop them, but we can train ourselves to manage them more effectively.  And the truth is, if we don’t focus on them, they will focus on us.

By the way, during my Red Cross visit, I learned blood donations are being sent to a hospital in Cuba, which has been established as one medical site for victims of the Haiti earthquake.  Would you consider donating?  If not now, maybe soon. 

You can save a life…with one stick or two.

How Deep is Your Bench?

For sports fans, this is a fun time of the year.  The countdown to the Super Bowl is underway, college basketball is getting into full swing and the college football championship is a distant memory.

For me personally, I like the excitement of it all, but really have an affinity for college basketball.   However, the recent Alabama/Texas game really got my attention.

Congratulations to Alabama on their win.  But you have to admit, your heart had to go out for the Longhorns senior quarterback Colt McCoy, whose injury in the first quarter ended his college football career and forced a substitution with freshman quarterback Garrett Gilbert.

I read this online article the next day reviewing the perspective each of these players must have had in the moments following that game.  And that’s what made me think.

Can any one member of a team ensure its success?

One definition of a team is group of people conducting tasks that are high in complexity and have many interdependent subtasks.  This definition implies the importance of the role each player contributes.

This definition highlights an importance to develop depth, or bench strength across a team.   If each member’s contribution is part of an interdependent system, then it is essential that more than one player can contribute in the event of an unforeseen gap.

Some businesses embrace this concept and implement succession plans to ensure business expertise and/or key roles have a ready substitute.  While I strongly support this strategy, I encourage every team to consider at least some emphasis on developing a team who can step in and support one another with the skills, business relationships, and performance if and when your “go to” person cannot.

So how do you develop depth in your team?  Here are three practical steps to get you started:

1. Know what your team must do best.
The first thing to do is define what your team must be the best at.  What outcomes must your team produce to be successful?   This question forces you to know how your organization keeps score and how your team contributes to overall performance.

We often automatically think about the bottom line (and finances are the language of business).  However, teams impact the bottom line in many ways.  Is your team the primary interface with customers or volunteers?  Is your team responsible for the systems that support the organization?  Are you the production arm of the company?  Your answer to this question identifies where your depth must exist.

2.  Clearly identify the skills that get your team to success.
Once you know your key performance metrics, you must identify the skills that can produce those results.  This assessment goes beyond “great people skills” or “analytical skills”.  Every competitor needs those same skill categories.  Be specific.  What do “great people skills” look like for your team?  Define listening.  Demonstrate approachable.  Show outcomes of analytical thinking.  This in-depth skill assessment allows you to truly develop the skills [that count] on your team.

3. Develop a “what if” strategy.
Map out your team’s activities and the contribution each player typically provides.  For each crucial task, create a back-up plan – someone who can fill in when needed.  The key here is that you are not simply creating substitutes.  You are creating a team member who can successfully perform the tasks needed. 

There are several ways to execute this approach.  Periodically rotate various team members to give them a chance to perform when the entire team is not in crisis mode.  Like good sports teams, you must practice various “plays”, which over time will build confidence as team members perform tasks they may not regularly do.

The other benefit of this strategy is how it creates a building block for a potential succession plan.  While “what if” strategies are smart to have in place, you never know when circumstances beyond your control create a permanent loss on your team.  A breadth of skill and talent prepare you for the unexpected.  And that is critical in today’s competitive environment.

Now, back to the college football championship.  The University of Texas had a quarterback on the sidelines available when McCoy was injured.  And as difficult as it must have been, McCoy cheered, encouraged and supported his replacement.    I don’t know how “ready” Gilbert was when it counted most.  The win didn’t happen but then again, it is a team effort during the entire game.

But you must admit, it is certainly is a lesson in bench strength.

Are you creating that depth in your team?

Three Ways to Pave the Way for your Team in 2010

Well, it’s here. 2010 – a new decade. As January moves into full swing, I want to encourage you to energize your team for the year ahead.

It’s no secret that 2009 was a difficult year for many people. The economy created uncertainty (and still does to an extent), jobs were lost in most every market sector (you probably know someone who faced unemployment), and what is to come this year has most people wondering.

Quite honestly, I think a sentiment exists among many people they are simply glad a new year is here which means 2009 is history.

So, as the leader of your team – whether you are in a corporate market, non-profit sector, or a ministry environment – you have the opportunity to engage those who work with you and equip them for this exciting and yet-to-be year.

Here are three quick messages to share with your team:

1. We are going somewhere.
Share with your team your vision for the next 12 months. What initiatives are we pursuing? How are we managing expenses in this continued tough environment? How are we connecting with our customers? How did we finish 2009 and how will that impact the business in the coming months?

2. Here’s how and where you fit in.
Stability comes in large part, when individuals understand their role in helping a larger group reach its objective. It answers the questions – why do I do what I do and does it really matter? Stop and take the time to help them connect the dots. Personal productivity is guaranteed when this equation clicks for someone.

3. What’s the score?
It’s difficult to keep score when no one knows what the finish line looks like. When vision is continually communicated with your team, the natural next step is to talk about progress to your goals. Take the risk to be accused of “over-communicating” with your team. Now, that’s a great employee complaint to receive.

People connect with a cause, goal or initiative they understand. “Work as usual” is a difficult mindset to grasp after the difficult year everyone has survived. So take advantage of this month and perhaps, do things a bit differently.  The result?  A different 2010.

Oh, and will you tell me how you are doing along the way?

Three Ways to Create Team Success in 2010

2009 is now a memory and organizations are focused on what the coming year will hold.  And while New Year’s resolutions are popular in our culture, I believe they also have a place in the business world.

So what are the New Year’s goals for your organization?

Every organization would quickly say they want to be successful.  However, it is important to note that success is only achieved through intentional efforts.

So, as you begin executing goals in the coming weeks, here are few intentional actions that will ensure your success:

1.  Create Role Clarity
Does every member of your team have a clear understanding of their role?  And better yet, do they understand everyone else’s role on the team? 

Too often tasks remain undone, not from lack of effort but from false assumptions that someone else is taking care of it.  Consider interrupting the normal conversations that often occur in a meeting and spend some time ensuring everyone knows what they have been tasked to do and how individual roles link to one another.

2.  Clarify Authority
Unfortunately, many teams stop just short of completely defining the most important aspect of a role – what authority does each person have?  As the leader, how much empowerment do your team members have? And do they know it?  A power vacuum is created when the individuals on the team lack a clear understanding of who and how decisions are made. 

3.  Close the Gaps
In the absence of information, people make up their own “truth”.  As the leader, your role is simple: communicate progress to the goal.  So what does that mean?

You must take advantage of every opportunity to talk about your performance.  Are you hitting milestones?  What gaps need to be addressed?  Do any individual team members need assistance?  Are the team’s activities being communicated to other stakeholders?  What barriers do you need to remove?  Are you praising success?

Answering these questions will reduce ambiguity and let’s face it:  you will never be accused of communicating too much.

Role definition, clear authority and communication:  three actions that distinguish winning teams.  So as we anticipate the ringing in of a new year, I wish you a year of success…a year of intentional success.

Three Tips for Handling the Unexpected

Do you ever have one of those déjà vu moments?  You know, that feeling that you have been a certain situation before?  Well, it happened to me today. 

My last scheduled flight of 2009 occurred today.  It’s a typical flight from Tennessee to Virginia by way of North Carolina – or so I thought.  The skies were clear in Nashville, but alas, the complete opposite weather conditions were looming along the east coast. 

Thus, the day of delays and domino effect that ensues as flight after flight is cancelled.

My déjà vu moment?  I was on a similar trip out west this same time last year and experienced the record snowfall in Washington state.  And you guessed it…flight delays and cancellations.

You know, it’s funny.  For those of us who rely on airplanes as often as SUV’s to get us from point A to point B for business, you would think we would reach a point to understand that sometimes weather happens and when it does, there really isn’t anything you can do about it. 

But, we’re human, and that’s just not always the case.  When conditions like this happen, it creates such a classroom on human behavior.

My morning flight began after a cancelled flight then a 1 ½ delay on the rescheduled flight.  After boarding, we sat on the tarmac for another 45 minutes waiting to be cleared for departure by air traffic control.  The airline (which shall remain nameless), offered beverages to those who wanted them and even threw in a snack for us to munch on.

Once we were airborne and the official beverage service began, the flight attendants offered apologies that there were out of water and coffee.  Understandable, right (at least to some degree)?  Well, not so for the woman sitting across from me.  When the flight attendant told there was no coffee but offered a substitute instead, she scoffed [loudly] and completely turned her back to the flight attendant and faced the window.  She then told him to “go away”.  Hmmm…interesting response to a trivial circumstance.

Later, while waiting for leg #2 of the day’s trip, flights were continually getting shifted from gate to gate and departure times were literally a moving target, I witnessed another great moment for humanity.

A lone flight attendant was trying to manage two departing flights at the same gate and announced clearly to the standing room only crowd what order the flights would be handled and the process by which passengers could address any other needs.  Sadly, she had to make that announcement three times over a 10 minute span because people were not listening. 

Finally, she came across the intercom and said, “Folks, I’m sorry this is so frustrating for you, but there is just one of me and I’m doing the best I can.  Will you PLEASE be patient.  Believe me, we WANT to get you to your destination too”  Hmmm…another interesting glimpse into how we deal with the unexpected.

Now please hear me.   I’m certainly not a saint when it comes to combating the frustrations that can accompany a weather-induced day.  I definitely have my moments of exasperation.  Bu today, my stress level was okay.  Fortunately, I had planned all day to get to my destination.

But you know, I really don’t think the men and women who service our flights daily secretly enjoy watching the stress and frustration we experience on days like this.  It’s a tough day for them too.

So what did I learn on my “commute” today?

1.       Separate the big things from the little things.
In a day where fog eclipsed visibility, I’m thankful to have simply arrived safely.  I was not a statistic today.  Isn’t that the bigger picture on a day like today?

2.       Remember you are not alone and keep that in perspective.
I am curious to know the formula that could calculate the number of people and flights impacted by today’s weather woes.  The domino effect is vivid as you think of the chain reaction created by multiple flight changes.  It wasn’t just my flight that was messed up today.  And what does that mean?  There are a MANY people around me who are potentially on edge, frustrated and reacting to stress.  And let’s face it, they probably aren’t handling it the most productive way.  I need to be on my guard. 

3.       Remember what you can do something about and do it.
The art of customer service is never tested more than when the unexpected occurs.  While I may not be able to change my circumstance, and let’s face it, that is frustrating.  However, I can control how I respond to the situation and others.  Do I keep my cool?  Do I offer grace to the service employees who are trying to help me? 

 All’s well that ends well.  I [finally] made it to Virginia.  It was several hours later than originally planned but I made it.  And I am pretty sure there are crews of airline workers along the east coast who are equally glad the day has come to an end.  My thanks to the friendly ones who helped me arrive safely. 

 Now, let’s say a prayer for that return flight!

Four Benefits of a Coffeehouse Appointment

I don’t know anyone who believes they just have too much time on their hands.  Even for most retirees (my dad included), their “to do “ lists only grows when they leave corporate life.

 Yet, in a world often dominated by daily updates to facebook and the perpetual items on our task list, it’s easy to never get to those things we really want [or need] to do.  For some, it’s simply time to read the stack of online articles about their trade, or for others, it’s spending valuable time with someone who can sharpen our skills and positively influence our personal development.

 An old proverb states that iron sharpens iron, so I decided live that principle and reach out to someone to focus on one of those items plaguing my ongoing list of goals.  You know the ones – those tasks that you hope to get to “one day”.   I scheduled some time with a colleague at a local coffee shop recently with the simple aim of working on some tasks that would best benefit from a second pair of eyes.  She did the same.

 This colleague is a little further along with a few strategies I’m also trying to craft.  By setting aside specific time with her, I was able to benefit from her journey.  She shared lessons learned from her experience and also played the devil’s advocate to help me think more clearly (and quickly) about my own strategies.

 So, what is the benefit of investing a few hours at a local coffee shop on that recent Saturday afternoon?

1. I had an in-person sounding board to help me organize my thinking and advance my progress.
2. The change in venue and routine sparked creativity. 
3. Knowing I had scheduled time to focus on this task released me from stressing about it.
4. I was able to provide feedback to my colleague as well.  The session wasn’t just about me.

 So, what can you possibly glean from my recent experience?  Consider these thoughts:

• Are you carving out time in your schedule to get to those tasks that are really important to you?
• Are you intentionally seeking out others who can challenge and encourage you?  Benefit from their experience to make you better.
• Are you giving back to someone else?  Who can benefit from your professional journey?

 Although I had surpassed my daily coffee intake, as I left the coffee shop that wintry afternoon, I felt a sense of accomplishment in moving one step closer to reaching at least one of my goals.  And it was great sharing that with someone too.  That’s progress.

 How are you doing?

Three things your employees need from you now

It’s no secret that it has been a difficult year for businesses all around the country. The sluggish economy has left no one untouched whether it is lost revenues, a reduction in staff or simply the uncertainty of what is to come. So given the events of 2009, what is on your employees’ minds?

It’s quite simple, they wonder about the future of your business and its impact to them personally. And let’s face it, if your employees are distracted, employee engagement and productivity will suffer.

While no one can predict what the future holds, there are three basic items your team needs. And if you attempt to meet these needs, you will see employee engagement and productivity improve.

1.  Honest and timely information
In the absence of truth, we make up our own version of truth. Two plus two equals five in our minds. And in a time of uncertainty, employees need honest and timely information from you. They should never hear information about your company from outside your organization before they hear it from you.

How do you meet this need? Create an on-going communication vehicle within your company. Share the state of the department or business with them. Talk about your key performance indicators, the state of your surroundings and what is on the horizon. Sharing information on these topics gives your team a sense of being “in the loop” and included in what’s important to the business.

2.  Confidence you have their best interest at heart
Employees (in both good and bad times) want to know their leader has their back. It’s a matter of trust. It’s the intangible element of your business relationship that creates loyalty.

How do you build a community of trust? It requires intentional efforts. Be mindful of “closed door” meetings. While there are times that require privacy, a constant closed door causes employees to wonder what secrets are being discussed – is someone being fired?, are they talking about me?, and so forth.

Also, think about where you spend your hours of your day? For employees, relationship is measured in time. They trust people they know. And if they know you, it’s essential to walk the talk. Each of these strategies builds their confidence that you have their best interest at heart.

3.  Signs of action and/or progress across the organization
Finally, your employees are thinking about the future of your business like you are. They want the company to be around-and successful-in the future. So it is important to talk about the future what them. They need to see evidence that the company is preparing for that time ahead when the economic conditions improve.

To communicate progress, build the visual evidence that are making plans today for your success tomorrow and let your team know they are part of that equation. Speak in terms of long-range – for example an 18 month initiative they will be involved in. This sends the power message that we are just focusing on the here and now. Link your day to day activities to the long-term. Help them understand that a reduction in expenses now help us fund a project in Q1 of next year.

Everyone hopes the coming year looks quite a bit different from the past 12 months of 2009. It is likely next year will also be a difficult one but signs of improvement will come.

As you plan your communication efforts for 2010, take action to meet these employee needs so they can also be geared up to be an active part of your coming year.

Does this article resonate with you? If so, I would love to hear what you are doing to make 2010 a successful year. Send your thoughts and let’s discuss them.