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Archive for April, 2008

Passion = Communications Power

Thursday, April 3rd, 2008 by admin

Several hours ago I was winding up a spirited meeting with two of the more spirited business people you will encounter any day: Bill Shafley, president & CEO and Doug McQuarrie, vice president of technology at Tactical Solution Partners (TTSR), Hanover, Md.

Following a formal meeting on a variety of topics, we were winding down with a common observation that no matter what industry one is connected with, no matter what technologies are involved, the fundamental human element of passion is central to success. People will do business with purchase from others who demonstrate passion.

Passion is communications at a fundamental level! It is certainly positive energy. It’s certainly the “juice,” as author Marcia Wieder writes in her book “Doing less and having more: five easy steps for discovering what you really want — and getting it.” (William Morrow and Company , 1998)

But she takes the notion of passion a step beyond having enthusiasm to the notion of “being compelled to action.

“Being passionate means being excited enough about an idea or project that you will actually do something about it.” She says enthusiasm is a close companion, with an etymology meaning “being inspired by God.”

Key point? The attitude and positiveness from one who takes action on his or her convictions is itself a communication –nonverbal, but powerful because it is not what they say but what they in fact are doing. We all respond to authenticity.

Silos: The Walls have to Go

Tuesday, April 1st, 2008 by admin

The Wall Street Journal ran a compelling piece How to Tap IT’s  Hidden  Potential, co-authored by Cox School of Business Prof. Amit Basu and Dallas-based LatticeWorks Consulting  Founder Chip Jarnagin. (The Wall Street Journal The Journal Report, March 10, 2008, pp R4,12)

The article covers an all-too-frequent problem with internal communications - - one group not connecting with another –  when either, both or the entire enterprise could benefit. Management workshops often refer to the condition  as having silos. The authors, referring to a glass partition, make these points:

(1) Too many top executives are unaware of the potential of IT to “transform a business and boostPhoto by Frabuleuse profits.”  Alas, they see IT as an expense they’d like to leave alone.

(2) There is a wall separating IT from other functions, because of language and mind-set differences between people in IT and the people in management; “geek” vs. MBA social influences; “flaws in IT governance;” and the straight on challenges of managing a fast-changing technology.

(3) Breakthrough tactics can change all that.

What are the approaches these authors suggest?  Answer: good organization that, in turn, enables good communication. They call for:

• Top-level C-suite commitment to the IT function;
• Hiring IT leaders who get the “big picture”
• Making sure “nothing gets lost in the translation.”

“A company must have people at all levels who can translate IT language for those outside that department and translate the language of management for those in IT.”

In sum, here’s another instance where better communications - - enabled by top executive attention and functional leaders who understand business — affects the profitability and productivity of the entire enterprise.

What goes for IT can be applied to other functions and departments as well.