Free Glide

Creativity can be defined as problem identification and idea generation whilst innovation can be defined as idea selection, development and commercialisation.

There are other useful definitions in this field, for example, creativity can be defined as consisting of a number of ideas, a number of diverse ideas and a number of novel ideas.

There are distinct processes that enhance problem identification and idea generation and, similarly, distinct processes that enhance idea selection, development and commercialisation. Whilst there is no sure fire route to commercial success, these processes improve the probability that good ideas will be generated and selected and that investment in developing and commercialising those ideas will not be wasted.

Core Competency and Competitive Advantage

A core competence is one which critically underpins the organisation’s competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.

The integration (and attainment) of constituent skills that is the distinguishing mark of a core competence, is achieved and sustained through developing strong dynamic capabilities, particularly in a world of innovation based competition.

Whilst a core competence is a source of competitive advantage, not all competitive advantages arise from core competencies.
Often seemingly unassailable advantages prove transitory because of a change of underlying factors.

The very existence of competitive advantage sets in motion creative innovations that, as competitors strive to level the playing field, cause the advantage to dissipate.

Recognition of, and adaptation, to change is thus a pre-requisite of successful strategy. For many organisations, the only truly sustainable advantage comes from out-innovating the competition.

These and other topics are covered in depth in the MBA dissertation on Managing Creativity & Innovation, which can be purchased (along with a Creativity and Innovation DIY Audit, Good Idea Generator Software and Power Point Presentation) from http://www.managing-creativity.com/

You can also receive a regular, free newsletter by entering your email address at this site.

You are free to reproduce this article as long as no changes are made and the author’s name and site URL are retained.

Kal Bishop MBA, is a management consultant based in London, UK. He has consulted in the visual media and software industries and for clients such as Toshiba and Transport for London. He has led Improv, creativity and innovation workshops, exhibited artwork in San Francisco, Los Angeles and London and written a number of screenplays. He is a passionate traveller. He can be reached on http://www.managing-creativity.com/

Efficient human resource management is extremely important in order to achieve the best in your business success. You may succeed in improving in these skills. It can be an advantage to have a intuitive affinity for people, but there are numerous skills you can do to simplify the process. Developing relationships: Addressing co-workers by name will be a good beginning. Encourage conversation; look individuals in the eye when you’re talking. Have a respectful attitude, and be attentive to what the other person says, regardless of whether you agree or not. The development of listening skills is one of the greatest things you may do to develop your talent management skills. Show interest in what people can offer the business.

Live up to promises: Don’t give promises you will not keep. If you can’t keep your promises, the fragile bond of trust is shattered, and no-one will offer you their best without trust. Everytime you say something or make a promise about something, make sure you can keep your promises or don’t bother giving your word at all. You will find, if your people can’t count on you, your team will not be committed if you really need them. Feedback is essential: Feedback should be a two-way process. Human Resources management skills mean being receptive to all feedback. Being accessible and open establishes that you value other’s views, and they should listen to your opinions. Encouraging open discussion in addition opens doors to original ways of thinking, ways of fulfilling goals, and develops the bonds of an excellent team. By giving the staff some input, each member invests in the outcome of the project.

Communication is the key: Communication is central to dealing with individuals effectively. Keeping an open door policy, listen closely to other people’s opinions, be open minded, and permit all your employees a chance to speak. The team should be inspired to speak with each other not only with you. The exchange of ideas is critical in the creative process, and by communicating with each other, it’s simple to identify any issues at an early stage, and corrections may be put in place before things get out of hand. Some effort is essential, however the rewards are worth it. Through encouraging a good team dynamic and demonstrating effective listening skills, a successful business will be achieved.

It happens easily. You’re conducting a meeting and suddenly a small side meeting
starts. Then someone introduces an unrelated issue. Someone else ridicules the new
issue. Everyone laughs, except the person who mentioned the idea. Then someone
insults the person who told the joke. Two people stand up and walk out. Others
complain that the meeting is a waste of time.

Now, what do you do?

And how do you prevent this sort of thing from happening?

Or what could you have done to stop it once it started?

Here are basic strategies for dealing with unproductive behavior in meetings.

Respect other people.
Always treat others with respect, even if they are doing things that seem wrong.
Their “bad” behavior could be based on many things, such as a lack of skill, a
misunderstanding, or a response to a threat. It could also be a simple mistake. Or
maybe they’re expressing an indirect warning, complaint, or cry of pain. If you
respond with disrespect, such as with a counterattack, you will make a bad situation
worse. They will either retreat, which means they stop contributing to your meeting,
or they will retaliate, which can escalate to an argument that ruins your meeting.

Ask questions.
Use questions to find out what is really happening. For example, when someone
introduced a new issue, you could have responded by saying, “That sounds
interesting, and I wonder how that relates to what we are working on.” Notice that
this is a neutral, gentle question. It is not a trick question like, “What are your trying
to do, ruin my meeting?” and it is not a command like, “Hey, stick to the topic.” Both
of these (hostile) responses put the other person in an awkward position, which is a
form of disrespect.

Focus on the behavior.
Your goal is to hold an effective meeting — not teach lessons. If you attempt to
punish people, through admonitions, ridicule, or threats, you will make enemies. In
the short term, that can ruin the effectiveness of your meeting, and in the long term
it can ruin your career. So, when unproductive behavior appears in your meeting,
talk about the behavior. For example, if a side conversation starts, you could say,
“We seem to have more than one meeting going on now, and that’s preventing us
from working on the budget.”

Apply diplomatic courage.
Leaders project strength and confidence; losers project negativity and fear. Detach
from the behavior that seems bothersome, realizing it is simply something that the
other person is doing. Assume that there is no personal intent to damage you. Just
talk about what is happening and ask for what you want to happen as shown in the
above paragraph.

Show what you expect.
Be a model for effective meeting behavior. If it is your meeting, or if you hold a
leadership role in your organization, realize that others regard you as the standard
for their actions. If you arrive on time for meetings, others will interpret this to
mean that they should come to your meetings on time. If you make positive,
appropriate contributions in meetings, others will infer that this is what you expect
from them.

Apply these strategies to make your meetings effective.

This is the first of a seven part article on Managing Monsters in Meetings.

This is the first part of a series of article on Managing Monsters in Meetings. Next
month I’ll show you how to deal with specific situations that get in the way of
holding an effective meeting.

- – - – - – - -

IAF Certified Professional Facilitator and author Steve Kaye works with leaders who
want to hold effective meeting. His innovative workshops have informed and
inspired people nationwide. His facilitation produces results that people will
support. Sign up for his free newsletter at http://www.stevekaye.com. Call 714
-528-1300 or visit his web site for over 100 pages of valuable ideas.

Do you feel as though you are under time pressure for much of your day to day life? Do you think you are “cash rich, time poor”? So many people living in today’s apparently increasingly busy and frenetic world feel as though they do not have enough time – yet we have all the time there is!! Why is it so many people struggle with this? Over the years of running various forms of time management training I have come to the conclusion that the reasons are simple. However, doing something about them is challenging!

To get more from your time, there are 3 basic steps:

1.Decide what you want to do or achieve.
2.Plan and organise to get there.
3.Cope with the distractions to your plan.

It is this third step which causes many to struggle. The range of time thieves which either sneak up gradually, mug us or even get invited in!

You need to identify which ones steal your time. Create a simple system to record them – noting who what they are and who is involved. The main time thieves which typically affect us are listed below, with some ideas for dealing with them. As mentioned, these are both simple and yet challenging. The only person who is going to make them work is you!

Telephone: Learn to be unavailable by turning phones off, using voicemail (although it is important to update messages and not to have a generic one hanging around) or re-directing the calls. Where feasible, have calls screened. Give people a time when you will return calls, and ask for clear messages about the purpose of the call.

Interruptions: Your boss, learn to manage this situation proactively! One option is to acknowledge what they are asking for, state that you have another thing with a deadline and ask them to tell you which is the priority. Another choice is to arrange to meet with your boss regularly, using the time to share what you are planning to do and asking them what they have coming up where they may need your help so that you can schedule it.

Your staff, check whether it is something which really needs your help or is it “a monkey”! You need to create “a monkey free zone” by learning to pass these back, stopping feeding them. Encourage them to think of some options for how they will deal with it, come back and share these and to tell you which they will do. Support them with their choice -and be ready to do it again until they become confident in making their decisions and stop leaving you the monkeys!

If colleagues cause interruptions, learn to feel OK about telling them you are busy, or to give them a time when it is convenient to come back. If this is not working – stand up when they come to your desk or office, they will linger for a shorter time than if they can sit.

e-mail: A real scourge for many in this electronic and IT age. Whether at your computer or with your Blackberry, learn to be away from e-mail for times of the day. (Over-availability is not helpful in time management!) Access your email in certain time slots, rather than immediately. Deal with it during these windows and then do other things until the next one.

Self-inflicted: There are two main elements, the first is procrastination. We all have the ability to put things off until we have no choice other than to do them. Ask yourself, what are the tasks you procrastinate on – and why? What do you hope to gain? What are the consequences? Recognising these, you can get on and do them which will save you time and frees you to do something you can enjoy!

The other aspect to self-inflicted thieves, is the habit of being over-available or inviting people to interrupt you. It is your time, learn to respect this and use it for what is important. Set aside time for you, be unavailable to others so that you can get on with some tasks which need completing. They will be done more quickly and more accurately – freeing you to give time to others.

Identifying the time thieves which cause you to be distracted from your plan is the easy part. Starting to use some of these approaches to reduce their impact is more challenging, however the benefits make it worthwhile. The solution is in one person’s hands – yours! Remember, “if you continue to do what you have always done, you will always get what you have always got”. So, reclaim control of your time and get rid of the time thieves.

Graham Yemm is a director of Solutions 4 Training Ltd and has over 20 years experience of working with organisations both in the UK and internationally helping people to make better use of their time. He can be contacted at info@solutions4training.com or +44 1483 480656.

Use Time-based Competition as one of your most powerful strategic weapons! Drive down the time it takes to develop and deliver new products, dramatically reduce inventory and manufacturing time. Slash the cost of quality, and win back market share. This article tells you how top-flight companies are doing it.

Substantial market share has been lost over years to foreign competitors. No industry is immune. The pressure is on to be the nothing less than the best. Reducing cycle times in your company is a new way of tackling the problem. It’s a new world-class manufacturing strategy that is making companies fiercely competitive. Companies who are doing it are cutting out 50 percent of the time to develop and introduce new products. Some have already reduced factory throughput time by 98 percent.

Time based competition is one of the most powerful strategic weapons to emerge in the last 20 years! It allows you to drive down the time it takes to develop and deliver new products, dramatically reduce inventory and manufacturing time, slash the cost of quality, and win back market share. Today, and for the next 10 years, speed kills the competition. Time compression can result in consistently producing happy customers: a great formula for success. Why? When given a situation where costs and quality are similar, customers will choose delivery as the deciding factor.

Compressing time has a cascading affect on quality and cost. As cycle times are reduced, productivity increases proportionally. A fifty percent reduction in cycle time and a doubling in work-in-process inventory turns causes productivity to increase from 20-70 percent. As productivity increases, resource capacity is freed. Two things happen: costs decline, and the organization becomes capable of producing significantly more output with less resources: a winning combination

Most manufacturing companies spend anywhere from 5-10 percent total time actually adding value to the product, i.e., transforming the part or moving it closer to the customer. The rest of the time is waste, resulting in higher costs occurring with loss of time.

Inducing velocity throughout a business has a profound effect on time and cost. The need for nonvalue-adding functions disappears, and the functions designed to accommodate exceptional circumstances fall out. The organization chart becomes flatter. Following this is a dramatic reduction of overhead.

How to Reduce Total Cycle Time

Understanding the way an organization functions is key to the redesign for time-based competition. The structure dictates how labor is divided and how power is allocated. Physical proximity normally follows structure, both of which have a direct impact on ease of information sharing and time.

In a traditional functional organization, communication walls begin to build as the organization grows. Over time, functional entities develop and become self-serving, losing sight of the mission of serving the customer.

Sequential decision-making becomes prevalent, coupled with poor or non-existent communications. The organization develops functional empires, fraught with politics and narrow points of view. The result is an organization slow in decision-making, heavy with vertical layers of management, bureaucratic in nature, low in productivity, and generally ineffective.

Every business has basic cycles that govern the way that paper is processed, product is manufactured, and decisions are made. They may be documented in the form of procedures or routings. Examples of business cycles are customer order, product development, production, and procurement.

A customer order cycle begins with the placement of an order by a customer. It ends when you are finally paid for goods or services rendered. But there are activities in between the two events that consume time. Some add value, such as packing and shipping, and some are non-value adding and delay time, such as moving the order around the building from mailbox to mailbox, sitting on a desk, or repetitive motions.

When a cycle ends, a lot of non-value adding time has been consumed that may constitute 90-95 percent of total time. Some of the time is lost in travel, some is lost in the processing backlog, and some may be lost diverting a customer’s order to a credit department for release. If you can identify the non-value added time in the cycle, you can devise ways to eliminate the causes.

Long sequential strings of cycles make up the mainstream order flow and contribute to long throughput times. Poor physical logistics worsen the time delays; i.e. when distribution is physically separated from the main assembly plant, or engineering is separated from sales, etc. Component plants located overseas add even more to the overall throughput time of the service chain of events.

Mainstream value-add activities are identified on flow process charts. Flow process charts are analyzed for activities that delay mainstream activities. Delays can be moves, slow operations, inspections, as well as waiting time. Cutting cycle times fifty percent per established period of time is a good goal. The process is continuous.

It is not uncommon for the manufacturing time to only consume 40 percent of the total time a customer has to wait. Yet the value-add time in the plant is generally 5-8 percent of the manufacturing throughput time. The way to identify the activities is to use process mapping.

Mapping process flow is a fundamental step in reducing total cycle times. Mapping the flow and tracking time for each of the events provides a basis for analysis. The process is not difficult, however it is time consuming. It provides a step by step image of work flow, systems, procedures, and volumes. It reveals the relationships between the tasks.

A process is any series or combination of tasks or activities which produce a result. The result could be a machined part, a drawing, or a requisition for materials. Cycles are sequences of recurring successions of processes or events. The cycle time is the time from the beginning of the first step of the process until the beginning of the first step of the next process. Processes can be decomposed into smaller activities. Traditionally those activities may be performed in a sequential manner. In this situation each step is completed before the next one begins.

Once cycles are mapped, the opportunities to compress time can be pursued. The goal in compressing time is not to devise the best way to perform a task, but rather to either eliminate the task altogether or perform it parallel with other tasks so that the overall system response time is reduced. A basic premise of reducing total cycle times is to separate activities between in-line and off-line.

Extending this approach to the entire supply chain and focusing in on the mainstream activities that add value is key. Each of the steps can be further decomposed into smaller activities. By providing the output, such as transferring information, from smaller activities much sooner to the subsequent smaller activities, time can be compressed.

No sacred cows exist. Functions, tasks, jobs, and parts of organizations that stand in the way of value-add are removed from the mainstream to off-line positions. Off-line functions and positions perform preparatory work for in-line activities. Examples of off-line work are pre-engineering, pricing, credit-checks, and purchasing negotiations for just-in-time supplier contracts. Credit and accounting are not allowed to delay orders.

Summary

Time-based competition is a powerful strategic weapon to counter stiff foreign and domestic competition. Reducing cycle times throughout your company can makes you fast, flexible and a fierce competitor. Its implementation requires an attack on the basic company infrastructure. Focusing on streamlining physical flow of parts and information and compressing time in the basic business cycles can make it happen.

It gives you the capability to get ideas off the drawing board and into the market place faster. It enables you to move parts through your plants with turbo velocity. It gives you the means of becoming world class, and provides a new approach to competing globally in the next century.

BIOGRAPHY

Richard G. Ligus is President of Rockford Consulting Group, Ltd., located in Rockford, IL., with over 30 years experience in manufacturing, procurement, transportation and distribution. He specializes in developing and implementing supply chain strategies. Rich is an author and a speaker, and has developed seminars with the American Management Association. He is certified by both the Institute of Management Consultants and the The National Bureau of Certified Consultants.

Rich has a bachelor of science degree in mechanical engineering from the New Jersey Institute of Technology, and a master of business administration degree from Rutgers University. He is a member of CASA/SME, and has been listed in Jane’s Who’s Who in Aviation and Aerospace. He has been a speaker at IMTS, USCTI, APFA, NEPMA, MCAA, Hand Tools Institute, CASA/SME, and others. He has appeared several times on WREX-TV, Mid-Morning Magazine.

Gas costs are soaring and this causes company cash holdings are spread to the limit more than even in the 1970s. With an nations economic output lumbers along slowly and capital stays scarce, prudent businesses acknowledge unnecessary accounts must slashed. Business people everywhere must make more than a couple weighty decisions to lower unnecessary spending. Perhaps the best option to reduce business expenses is to hack away at unneeded travel expenses, and the secret is online conferencing.

Internet conference calls enable business people to speak with clients wirelessly in a conference in another metropolis, on a distant coast or even more significantly in a distant shore. Most online conference calls put to work state of the art networking technology. Because that they usually conducted on almost any computer, they only consume sunk company resources. Only by looking to the web, can anyone make a distant conference from almost any locale offering a high-speed connection. Its not just everywhere, it can save travel costs thousands.

Advancements in digital technology make Internet conferencing a good choice for businesses to exchange presentations and information in real time. Web conference attendees can see and hear as though they were really there, despite the fact that on the other side of the world. The look and sound of the video, audio, and presentation can be without flaw through the highest standards in streaming video.

Clearly just about any business will reduce expenses by switching to Internet conference calling in place of blowing thousands dispatching a team on a long-distance trip. Your company won’t throw away money on meals, hotels and even transportation costs. Big savings that can amount to thousands. Any dollar saved is more flexibility for your business. It’s not surprising that many businesses are deciding on online conferencing calls to save overhead on unnecessary company journeys.

This story is about my little boy. He was kind of funny as a tyke in that he loved to memorize hotel and motel signs. He was a little funnier when he wanted to watch the same shows over and over.

Then at two he got onto my computer and ordered me a printer! I still have the printer in the box because I intend to give it to him when he is older and can appreciate the story of purchasing the printer from AOL.

He took an immediate liking to the computer and would stay on it until he was made to get off it. When I say made that is what I mean! He would never just get tired of it and want to do something else in our home.

Over about a year from two to three years old I noticed he would pay minute detail to objects and follow the clean lines of cars or shelves. I knew there was a potential problem one night when I was working in my office at home and my son walked in and said “Dad, where did you get that book?” I said “what book?” To my surprise he was pointing to a book I had added to my computer books on the second shelf from the top of my left side book shelf.

If my definition of where the book was located seems a little too detailed it is because I have learned to talk in his language which is minute detail!

Maybe I am dreaming a little too much but I can’t help thinking he has some special abilities that will become especially important in the social or business world.

You see I had to take him in to get tested because he would get very upset regarding watching our big screen TV. He would actually go hit the screen when somebody was talking loud or mean on the particular program in progress. It turns out that it did not matter whether the show was a cartoon or whether it was a drama. The conclusion reached with the assistance of several doctors over about two years was that he had a mental condition called Asperger. He actually felt he was part of the TV show, not merely obsessed with the people or cartoon characters! It was not a show to him but real events.

Obviously I was upset to hear that he had some problem when he appeared to be so bright. I started to consume the material I could find on the condition and talked to the doctors as I could about what was going on in his mind.

The best characterization other than Asperger’s Syndrome I could get was that he was like a high-functioning autistic. Not that it sounded any better but the tem at least could be better understood when talking with anyone about him.

The more I read the more I realized that he was more normal than not normal. He seemed very adept at some things where other things just did not seem to matter to him at all.

I started to make up a list of all the things I thought he did very well and the list scared me at first! I saw me in the list as well as seeing him!

It dawned on me that we were a lot more alike than I had imagined. I had the same condition he had. We both have what is defined as a neurological condition!

I found out that a lot of people inherit Asperger’s Syndrome (A.S.) but in this case my son is not my biological son. This author found out that among their qualities of personality the A.S. person is loyal, reliable, has a strong moral code, and sense of justice. Their cognitive abilities are somewhat unreal too as in having exceptional memory. My son knows the names of the people who bought our older home three years ago and can describe them immediately if he thinks of our other home (his first home).

His enthusiasm, knowledge, way of thinking and ability to think using pictures are truly remarkable. I had to try to come up with my own list of qualities or attributes that I thought my son exhibited which are very positive. That list follows:

1. Focus. He exhibits strength of focus that you can only appreciate. He blocks out all other activities going on or other people or noise. Yet when he is not in that zone he shows that he has little patience for “noise”, “smells”, music or singing. He will stand up and tell you to stop singing “happy birthday”, etc.
2. Internal Motivation.
3. Attention to Detail.
4. Independent Thinking.
5. 3-dimentional Thinking.
6. Logical Decision Making.
7. Cutting Through the Smoke Screen.
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8. Global Insights.
9. Honesty, Integrity, Sincerity, and a Keen Sense of Justice.
10. Unique Insight into “Things”.

The weaknesses such as social queues, making friends, playing with others, understanding what others feel or think, and difficulty talking with others about something they did will get much better over time. There are occupational therapies that will substantially increase the speed at which my son will mainstream and grow naturally into a first class citizen in our society!

In turn I have become very thankful for the public school system and especially the folks who share their knowledge and training with him. I am also thankful for all he is teaching me. Moreover, I have a new perspective on living and the possible today!

Martin Floyd 2005, all rights reserved.

Martin Floyd is a retired computer scientist who worked for several public and private companies including Centers for Desease Control, DOD, City of Newport News, Space and Warfare Command, and Sam Solomon Co., Inc. Martin holds an AS in MIS, a BS in CIS, a certificate in project management. Currently Martin is the webmaster for MMB&T and writes on business and computer topics. Martin started working in the grocery business when he was 8 years old. He worked from 3-11 P.M. Monday through Friday during school and Sundays. He worked for his grandparents for one dollar a day stocking, running the cash register, performing inventory and closing out the day’s business receipts.

Visit MARTIN FLOYD at www.mmbandt.com

If you can say “yes” to all of the following nineteen statements, you are a leader of others in the ways they want and need for you to be. However, you would only be a second tier leader. If you can say that you are helping others to be able to say “yes” to all of these statements, then you are the best possible leader of others that there can be.

How effectively are you leading? How effectively are you “leader-ing” (making leaders of others)? Your responses to this leadership checklist will determine the answers you can give to these questions.

A Leadership Manifesto

1. I am striving to think better thoughts about myself, my work and other people.

2. I am looking for ways to exceed my previous “best” at work and at home.

3. I am searching for ways to make my work and home environments supportive and encouraging.

4. I am expressing appreciation to my coworkers, employees & family every day.

5. I am seeking ways to think more efficiently and accurately.

6. I am looking to identify beliefs I have that sap my energy and desire to move forward.

7. I am focusing on what’s going right with me and with others at home and at work.

8. I am celebrating my successes and the successes of others on a regular basis.

9. I am learning the causes for our successes.

10. I am keeping my objectives and my organization’s objectives clearly in view at all times.

11. I am helping clarify for myself and others the benefits of achieving our objectives.

12. I am searching for creative ways to move closer to our common objectives.

13. I am looking for reasons to say “Yes” rather than “No.”

14. I am asking specific questions of myself and others to help us gauge how effectively we are moving forward toward our objectives.

15. I am asking specific questions of myself and others to help us focus on the positive.

16. I am allowing structured time for myself and others to think and to record our thoughts & ideas.

17. I am willingly sharing what I know with others.

18. I believe that I am at my best (and can move beyond my best) when I help others do — and exceed — their best.

19. I am asking my co-workers on a daily basis, “How can I help you do your best work today?”

Ken Wallace, M. Div., CSL has been in the organizational development field since 1973. He is a seasoned consultant, speaker and executive coach with extensive business experience in multiple industries who provides practical organizational direction and support for business leaders. A professional member of the National Speakers Association since 1989, he is also a member of the International Federation for Professional Speaking and holds the Certified Seminar Leader (CSL) professional designation awarded by the American Seminar Leaders Association.

Ken is one of only eight certified Business Systems Coaches worldwide for General Motors.

His topics include ethics, leadership, change, communication & his unique Optimal Process Design® program.

Tel:(800)235-5690 Claim your free eBook, “How to Do Better Than Your Best in Anything You Do” by visiting the Better Than Your Best website.

An instance from the life of Moses teaches us about an essential tool for any leader – the art of delegation.

Exodus 18: 13 – 24 (From the King James Version of the Old Testament)

And it came to pass on the morrow, that Moses sat to judge the people: and the people stood by Moses from the morning unto the evening. And when Moses’ father in law saw all that he did to the people, he said, What is this thing that thou doest to the people? why sittest thou thyself alone, and all the people stand by thee from morning unto even?

And Moses said unto his father in law, Because the people come unto me to enquire of God: When they have a matter, they come unto me; and I judge between one and another, and I do make them know the statutes of God, and his laws.

And Moses’ father in law said unto him, The thing that thou doest is not good. Thou wilt surely wear away, both thou, and this people that is with thee: for this thing is too heavy for thee; thou art not able to perform it thyself alone. Hearken now unto my voice, I will give thee counsel, and God shall be with thee: Be thou for the people to God-ward, that thou mayest bring the causes unto God: And thou shalt teach them ordinances and laws, and shalt shew them the way wherein they must walk, and the work that they must do.

Moreover thou shalt provide out of all the people able men, such as fear God, men of truth, hating covetousness; and place such over them, to be rulers of thousands, and rulers of hundreds, rulers of fifties, and rulers of tens: And let them judge the people at all seasons: and it shall be, that every great matter they shall bring unto thee, but every small matter they shall judge: so shall it be easier for thyself, and they shall bear the burden with thee. If thou shalt do this thing, and God command thee so, then thou shalt be able to endure, and all this people shall also go to their place in peace.

So Moses hearkened to the voice of his father in law, and did all that he had said.

Moses and Delegation

In ancient history, Moses stands as one of the most influential leaders of the ancient world. Raised as royalty in Egypt, he later became the leader of the Hebrews who were enslaved by Egypt. Ultimately, Moses led his people from Egypt, and into the surrounding wilderness.

From a leadership perspective, Moses had a great deal on his plate. He led more than a million people, in matters religious, political and even in day to day activity. Because of his prominent position as a religious figure, his counsel was sought as a judge in almost all matters. We read in Exodus 18:13 that “Moses sat to judge the people: and the people stood by Moses from the morning unto the evening.” So many people sought his advice that it filled his day completely, leaving no room for any other activity, regardless of how important.

We read further on that Moses did so out of a perceived obligation. Because he was their prophet, he felt compelled to address every request for his time and attention. This is a common feeling among leaders. Not wanting to ignore the needs of those they lead, it is easy for new or inexperienced leaders to be overwhelmed by the demands placed upon them, and to try to do too much themselves.

Moses’ father-in-law, Jethro, watched all of this one day. Whether Jethro had past leadership experience is not made clear, but is likely, given the pointed advice he gave to Moses. Jethro saw clearly that Moses was seeking to do too much, and told him so, “The thing that thou doest is not good. Thou wilt surely wear away, both thou, and this people that is with thee: for this thing is too heavy for thee; thou art not able to perform it thyself alone.”

When placed in a leadership position, one has to keep several factors in mind. There is of course the need to meet individual wants and needs, but this is a secondary concern. When leading a group, the needs of the group come first. A leader is committed first to the group, then to the individuals that comprise its members. Next, a leader must be in a position to lead, to meet the needs of both the group and its members. If not, then both of those concerns go unaddressed. So we see that as a leader, one has to also take care of oneself. A failure to do so is a failure to care for the group. These three interests – the needs of the group, the needs of the leader, and the needs of the individuals in the group – must be kept in balance. Any failure to meet these three is a failure to effectively lead.

Moses had made this same mistake. By focusing on the needs of individual members of the group, the needs of the entire group went unmet. The personal cost to the leader created a situation that couldn’t sustain itself; eventually, the strain placed on Moses would be too much. Without their leader, the group, both as a whole and on an individual level, would be lost, and would likely fail.

How then can these three important interests be balanced? Jethro teaches his son-in-law, the answer to this problem is delegation. Alone, one person cannot do it all, not for such a large group. There is simply too much for any one man to do. There needs to be a clear idea of what role the leader must fill. Moses, being the prophet of the Hebrew people, was the only one capable of speaking the will of God to those he led. This was a role he needed to fill. There were other matters that were more mundane in nature that others could deal with. Personal disputes, division of labor and goods, and the day to day difficulties that arise in any group – these could be taken care of by others.

Jethro outlined for Moses a simple hierarchy of managers – some in charge of groups of ten, then fifty, some over hundreds, some over thousands. On the lowest level, individuals were dealt with ten at a time. The leader above them had responsibility for five of those small group leaders. This structure continued upward to Moses, creating a simple organization, but one perfectly capable of organizing the million or more people that Moses was responsible for. Should a crisis arise that required the involvement of Moses, he was free to do so, no longer weighed down by lesser concerns.
In our own lives, delegation can be a powerful tool. As a coordinated group, people can accomplish great things, but it is uncommon for great things to occur without the influence of one who acts as a leader. Someone must bring the group together and point them in the right direction. Someone must coordinate the efforts of the group, and must keep things running smoothly. You can be that leader, but to do so, you need to realize you cannot do everything. Let others assist you, and you will find yourself doing so much more.

Brian Westover is an author specializing in personal motivation and growth. He is the director of Project Superhero, an exploration of human growth and potential. To learn more about the author or Project Superhero, visit the Project Superhero website.

I just delivered a free speech. I am a great believer in free speech, but an even greater believer in paid speech. However, there are good reasons why someone like me would deliver free speeches. For instance, to support a charity or a cause I believe in. Or if the audience is full of people who hire speakers.

If you’ve ever spoken at a dinner or ran a workshop at a conference, you’ll wince when I mention the dreaded “token of appreciation” presented to the speaker. In your head you think, “Oh no, not another T-shirt.” I have my share of T-shirts, golf shirts, letter openers, books that do not interest me, sweets, ball caps, and pens. I don’t need any more.

Sigh. I suppose that’s the price of free speech.

Which brings me to my recent free speech, at the end of which I braced myself to face Dreaded Token. I was presented with a lovely gift bag brimming with colorful paper — the perfect camouflage to conceal Dreaded Token until he was ready to pounce. Mercifully, Madam Group President did not make me open the bag in front of everyone.

As I was preparing to leave, I sneaked a peak inside the bag. To my surprise, there was a candy jar with dozens of tiny plastic smiley faces glued to the lid. Around the lid were foam-rubber multi-colored letters that read “Happy Guy”. Wow! It was hand-made. Madam Group President took the time to craft a personal gift. How thoughtful. Dreaded Token, you have met your match. Meet Happy Jar.

If you have ever been a parent, valuing more the hand-made card your little daughter scribbles for you than any present she could buy, you know how I felt when I met Happy Jar. I can’t wait for my daughter to be old enough to draw so I can feel that way more often.

In life, little things really do count. You might be tempted to dismiss them, but they are the seeds that grow up into the garden of your life. Not all little things are good, but yours can be … if you are willing to make a small effort. Madam Group President could have handed me a T-shirt or a ball cap or leftover fruit cake from last Christmas. (Yes, I was once presented with left-over fruitcake.) But she invested her effort instead and I have something wonderful to write about today.

You can make someone’s day just by making that same little effort. I sent an encouraging e-mail to lift a friend’s spirits today. It worked. Those carefully chosen words brought her mood right back up. I’m sure you can guess how great that made me feel, too.

When Carolyn Howard-Johnson, author of the epic This Is The Place raved to me about the writing in my book, I felt on top of the world. (It’s not the huge $75 royalty checks every three months that inspire authors to write.) She then raved to Amazon.com and BarnesAndNoble.com and a dozen other book review web sites. Do I have to tell you how her little extra effort made me feel?

I know I am blessed to be surrounded by so many thoughtful people, but I also know that we reap what we sow. What are you sowing? Are you making the time to give a little extra to people around you? Are you sowing seeds of happiness in your garden of life?

With the right seeds and a little extra effort, you may find more Happy Jars in your life than Dreaded Tokens. And of course, let us not forget the magic words to keep those Happy Jars coming: “Thank you Madam Group President.”

David Leonhardt is The Happy Guy. He is a motivational speaker and author of Climb Your Stairway to Heaven: the 9 habits of maximum happiness. Buy the book at Amazon.com.

About The Author

David Leonhardt is The Happy Guy, and author of Climb your Stairway to Heaven: the 9 habits of maximum happiness.

Visit him at http://www.TheHappyGuy.com

David@TheHappyGuy.com