Guest Blogger Angel Rodriguez: Your Brand, Your Reputation

I would like to introduce my guest blogger Angel Rodriguez.  I’ve known Angel for many years and I am happy that our friendship has grown over the years.  He is a compassionate human being and a wonderful father.  In the years that I’ve known him, he has moved from a strong manager to a vibrant leader.  More importantly, he has incorporated his spirit into his vision and has become a voice that speaks wisely.  Please take the time to read his insightful article, “Your Brand, Your Reputation” and check out his website at www.angelrodriguez.us

YOUR BRAND, YOUR REPUTATION

Companies build their brands via a clear plan, consistently invest in their growth, and relentlessly protect their images.  

Individuals must do the same.  However, many people don’t spend enough time on their Brand, on their Reputation.

Plan Your Brand Building

• Lay out a 15 year plan for your journey.  Ask yourself the tough questions – where do I visualize myself? What is important to me? What are my strengths and opportunities? Where is my Passion? What will people say about me before I arrive and after I leave? What will be my legacy? Seek Personal Clarity and establish your “VISION”.
• Clearly assess how the your Aspirations, Capabilities, and Choice Flexibility all intersect and/or complement each other.  This is a VERY important item.  Your Aspirations will change over time as your life matures.  Your Capabilities will also evolve as your career progresses and you identify your strengths.  Your level of Choice Flexibility is the true “governor”.  It is impacted by the important factors in your life as well as your willingness to “sacrifice”.
• Identify the Core Life Message that will guide you in every arena.  For example, mine is “Impact The Lives Of Thousands For The Better”.  Everything that I focus on has this Life Message at the center.
• Set your goals along multiple layers – Professional, Personal, Physical, Emotional, Intellectual, Financial, Spiritual, Community, etc.   Be reasonable in goal setting. Laying out numerical and/or situation based metrics is a great tactic.   Year over year consistency is the key.

Invest In Your Growth

• With your plan in hand (or at least on paper), move forward with courage and intentionally seek opportunities to build your skills, craft meaningful relationships, and establish your image.
• Take inventory of the relationships in your life and align them against your goals.  Are there opportunities for reciprocity? Engage in discussions with others about your goals and ask “how can I help you?”.
• Develop a Personal Board Of Directors.  Imagine a conference room table with the “right” people in the room discussing, aligning, and advising on a very important item – YOU and YOUR SUCCCESS.  Think about the 6-8 people in your life that you can seek counsel from with the assurance that they will be honest with you and feel vested in your success.  Level does not matter – caring candor does. Do not limit the “board members” to current corporate partners  – ensure that your entire life vision is reflected.
• Secure professional support in areas that you are not comfortable with or need support. Examples include Time Management, Writing Skills, Presentation Skills, and Technology.

Protect Your Reputation

• Be very aware of your leadership image.  This is especially important as you progress upwardly in your career.  The shadow that you cast expands exponentially with each promotion, with each success, with each positive interaction. This is an area that many great leaders have experienced a “speed bump”.
• “Dime con quien andas y te dire quien eres” means “tell me who are with and I will tell you who you are”. It is an old saying in the Latino culture that has been shared by grandparents across generations.  This is also an area where great leaders have faced issues.  Surround yourself with as many people as possible who share your values, have your drive, and exude positive energy.  If there are people in your circle that limit your growth, then you should minimize their impact. Remember Greatness attracts Greatness.
• My experience is that when you face obstacles – you lift yourself up and realize that your resolve is always greater than your circumstances.  Find the true confidence within and rise like the Phoenix that you really are.  There are many who admire you and are counting on you.

The Leaders that We Have Been Waiting For

Many of us yearn for a romanticized version of a leader – an idealized leader shaped by stories in books and films.  Every generation has had them.  In my youth in the 50’s, it was John Wayne, Jimmy Stewart, Gregory Peck and so on.  For my son growing up, it was Hans Solo and Luke Skywalker in Star Wars and Sigourney Weaver in Alien.  Think back to your youth and recall the movies that were influential and the leader/hero that you admired.

In the movies, as the events unfold, the hero faces difficulties and monumental problems but rises to the challenge and prevails.  These archetypal stories illuminate how the great ones (leaders) know exactly what to do when things are out of control.  These colorful leaders helped us conquer our fears and showed us how to magically turn potential tragedy into a good ending, even against great odds.

Today, as one scans the web, TV, and newspapers, we see massive chaos.  There are many supposed leaders who appear to be running in all directions.  More often than not, we see people acting angry, cynical, violent and abusive, not to mention the extreme polarized mindset that divides us by competing values.

We are confused and distrustful about who can offer the answer or speaks the truth about the current state of events that overwhelm us.  There are many self-promoting groups that suggest they have the answer or promote their leader who supposedly does.

For the most part, all of us are searching for a reliable source of knowledge, a voice of reason, or a savior.  At the very least, we will settle for leaders who are credible.  We are quick to anoint leaders only to find that they are not as perfect as we expected.

We yearn for a leader who is just like us – someone who shares our values and believes in those principles that we deem sacred.  When they fall on their face, we are disappointed and wonder how we failed to notice their character flaws.

This is a time when many of us are questioning our leaders.  Whether it’s the president of the United States, our CEOs, executive directors, teachers, politicians, coaches, the parish priest, or athletes.  We scrutinize and question deeply because not only do we want our leaders to meet our standards, we want them to exceed our expectations.

So it beckons the question – if we have such high standards for our leaders and we continue to be disappointed, why don’t we become the leaders that we have been waiting for?

The Hopi saying, “we are the leaders that we’ve been waiting for” is incredibly relevant at the present time.  The chaos and fear of unpredictable change places a great demand on perfection in our leaders.  It is virtually impossible to find a leader that will satisfy all our needs.  So I suggest that if it is our needs we want addressed, such as our family’s welfare or the economic stability of our friends, then it is time for us to gather and use our collective power to fulfill our needs, interests, and create necessary and meaningful change.

It is not a bold concept to think that we can assume leadership and meet our own needs.  It is something that our ancestors have done many times in the past.  But, somewhere along the line, we have acquiesced and given our leadership away.  We have become resigned and relinquished our aspirations for ourselves and our community.  For example, if we want our schools to be better, then we need to collaborate with educators and other parents to help teachers and administrators improve, become more transparent, and truly work as partners.

It is time for us to be the leaders that we have been waiting for.  It is time for us to band together to work through our differences and begin to talk about who we are as people beyond the labels that are so convenient.  It is time for us to question what is important and how we want to live a meaningful life.

As we have learned from recent disasters, when events turn our world upside down, help is not always readily available.  But when we read about the communities that came together, took control, and worked towards solving their problems, we were reminded of the power of leadership and community collaboration.

If we want our lives to be different then we must assume leadership individually and collectively to create meaningful change.  This applies to the communities that we live in and the organizations where we work.  There is no one leader who can do it.  It is up to all of us to create the world in which we want to live.  After all, we are the leaders that we have been waiting for.

Finding Your Voice

In the marketplace of ideas, why are some voices heard while others go unnoticed?  Is it as simple as being the smartest person in the room or the one who is most liked?  Certainly it helps to be viewed as a star with both smarts and charm.

How you present your voice and to whom is a tactical question.  Inside organizations there is a hierarchy in which ideas are heard and acted upon.  What constitutes selection within this hierarchy?  Is it the idea itself or the person delivering it?

There is a great deal of discussion about one’s image and how that image should have “brand” quality.  The substance that represents you, and more critically your voice, is far more important than being encapsulated as a brand.

When I meet people who come across as instantly authentic, there is an appeal that is deeper than what they are trying to sell.  I rarely view people in the context of a brand.  I’m far more impressed by the content of their character, their integrity, and how they express what is important to them.

Who are these people that inspire interest and make you want to know more about who they are?  What is this blend of charisma, sincerity, and cherished values that peak your interests?  How is this communicated in a way that makes you feel both comfortable and intrigued?

When we are a part of an organization there is a pecking order.  It begins when you first join and it evolves based on what you bring.  Despite all the best intentions, people in organizations naturally place other people in this continuum of good worker to great worker, smart to brilliant, rude to pleasant, solid worker to tireless worker, and so on.  Many of us dislike this continuum and seriously dislike being placed on a continuum as opposed to being able to place ourselves on the continuum.  Nonetheless, organizational core values create meaning and out of that meaning comes the practice of ascribing each employee a value.    It is a fact of being in organizations.

Simply put, finding your voice means: know your job, know your boss’s job, and understand the organization’s focus.  When this is clear, your ideas will resonate because they will be in alignment with the desired outcome at multiple levels. Finding your voice means telling the truth about what is working and what is a waste of time and/or resources.  It is making sure that people are focused on getting the job done and not being sidetracked by drama.

As a member of the organization, our job is to convey:

1. Who we are (integrity).
2. What we bring (commitment).
3. What we enjoy doing (focused intention).
4. How it impacts an outcome (getting it done).

If we show up with these qualities, we’ll stand out as individual contributors.  Finding your voice is really an opportunity for you to bring your whole self to the job and demonstrate not only your capabilities but your commitment to making a difference.

All members of an organization can share their voice.  Today, many organizations will say that they want to hear employee voices.  The challenge for the organizations is to hear the multitude of voices.  The challenge for the individual is to take action when given the opportunity and communicate what is important with utmost congruity – by finding your voice, you will convey it so that it is heard as a unique and authentic voice that comes from you.

A Reality Show of Substance: “Undercover Boss”

By accident I started watching the new show “Undercover Boss” on CBS.  It was introduced as a reality show and I have to admit that reality shows are usually a waste time for me and I try to avoid them as much as I can.  But in this case the premise intrigued me – the show previews pulled me in because it seemed to offer something new.

The premise of the show is about CEOs working undetected among the company’s employees in a number of locations around the US.  In the first episode, Larry O’Donnell, the President and C.O.O. of Waste Management, comes across as a good person.  Immediately, I wondered how the show would uncover some of the kinds of problems that occur inside many organizations.  More importantly, I was curious to see if many of the issues that take place would be addressed or if they would be edited from the program.

To my surprise, the undercover boss was genuinely committed to discovering how his organization operated and what it was like for his employees who toil daily within the waste management organization.

His first job was at a recycling center.   He was introduced to the lead who provided job orientation and was precise in describing what was expected of him.  She was also very calm and supportive.   The job required that he stand near a conveyor belt as paper, cardboard and other debris passed by at high speeds.  O’Donnell was overwhelmed by his task and wasn’t feeling too confident about the job.  The lead remained supportive even though O’Donnell accidentally allowed some debris to get caught up along the conveyor belt and cause the equipment to break down.  While they were having lunch, more personal discussions took place between them.  He discovered how challenging it is to be in that work environment and how a number of rules intended to manage time created unreasonable consequences for employees.  The productivity standards created extreme stress on the lead employee and were not only unfair but against HR procedures.  At the end of the shift, O’Donnell was exhausted and complained that every part of his body was aching.

At the next site, O’Donnell was responsible for picking up trash that was blowing up a hill under very windy conditions.  His supervisor gave him instructions and told him how to go about doing his job.  The supervisor was firm and fair and reminded the undercover boss that he needed to work faster.  His technique was not working and the trash flew out of his bag as quickly as he put it in.  The undercover boss and the supervisor took a break for lunch, at which time O’Donnell began asking the supervisor about himself.  With a little prodding on O’Donnell’s part, the supervisor shared the he suffered from some health problems and had to go to the hospital three times a week for dialysis.  Later, in a memorable scene, the supervisor respectfully tells the undercover boss that he is not suitable for the job – O’Donnell reveals that this is the first time he had ever been fired from a job.

At the third site, the undercover boss partnered with a driver and was responsible for cleaning out portable toilets in a carnival parking lot.  They had to clean fifteen to twenty toilets under some very rigid time constraints.  The truck had a big tank on it and their job was to suck up all the sludge from the toilets and scrub the urinals and floors.  It was clearly an unpleasant job, but the employee had a positive attitude that really influenced the undercover boss.  He was amazed that someone who had such an unpleasant job could have such a great disposition.

At the fourth site, the undercover boss worked at a refuge site with an employee who worked with diligence and speed.  In fact, it appeared that she was doing the job of two, maybe even three people.  She was thorough and positive as she multi-tasked with supreme efficiency to perform her duties, even though it was obvious that she was not getting compensated for her exceptional performance. O’Donnell learned more about the employee when she warmly invited him to her home for dinner because she knew he was staying in town by himself.  O’Donnell learned the she had lived a hard life filled with health challenges and that she was going to lose her house.  He also discovered that she was the main provider for her husband and daughter and was additionally supporting her father-in-law and brother-in-law and his wife because they were all devastated by the current economic problems.  The next day O’Donnell spoke with the local boss to request that the employee be promoted.  He made it clear that this woman needed support and that he felt it was unfair that she had to work so hard because the company was lacking adequate employees.

His last stop was in Syracuse, New York where he was working with a woman who drove a garbage truck.  Their job was to pick up three hundred trashcans between the two of them.  As they engaged in conversation, it was revealed that this employee felt overly stressed out by the productivity schedule.  It didn’t give her much freedom to connect with the customers or even to use the restroom.  The undercover boss was deeply upset to discover the she had to relieve herself in a little can that she kept in the bin; when he asked why she didn’t use the facilities, she said that she didn’t have enough time to do so because she would get off schedule, which had a negative impact on the productivity chart.

After completing his undercover work, O’Donnell flew back home with a strong determination to make some changes.  He realized that some of the initiatives he pushed regarding productivity and cost-cutting were not working and in fact were counterproductive.  He was upset that the employees were working under such negative work environments, such as the driver who was forced to pee in a tin can because there was not enough time to use the facilities and remain on schedule.

The undercover boss called all five of these employees to the headquarters. All the employees who worked with the undercover boss didn’t have a clue that the trainee was actually the C.O.O. of the company.  None of them knew where they were going or why.  It was apparent while they were being interviewed that some of them were worried.  He then met each of them individually and asked them if they knew who he was.  In all cases they remembered him and called him by his name.  He revealed that he had gone undercover to find out how to be a better boss, how to run a more efficient organization, and to learn more about his employees who worked on the front line.

He admitted that some changes had been implemented that he realized were not good for the company or the employees.  He promised that he would do things differently.  He also asked a couple of employees to participate on task forces and help the company make improvements.  He was very impressed with two employees and asked them to take on some additional roles, one as a motivational speaker for employees and the other to help develop programs for ill employees.

The boss was extremely surprised by his experience on the front line.  He felt that his time with the employees was a once in a lifetime learning experience and that it would make him a better CEO.   He was touched by the interactions with the employees; all five employees had treated him with respect and offered comforting words and support while they trained him, even though their jobs were difficult and unpleasant and some were suffering from personal problems.  He was impressed by his employees and dismayed that some of the organizational practices killed their spirit.

As a consultant who works in organizations and interviews hundreds of employees, I’m often exposed to their stories.  There are a lot of exceptional employees who are committed to their jobs and have positive attitudes while working hard in organizations.  Sadly, many of these employees’ voices are rarely heard.  In “Undercover Boss,” the C.O.O. had a chance to experience the work environments of his employees firsthand and learn important information about his organization, work conditions, and his employees.  Fortunately, when given the opportunity to walk a mile in his employees’ shoes, the undercover boss was receptive and empathetic towards his employees and showed impressive self-awareness as a boss.

“Undercover Boss” is a remarkable show.  I highly recommend it, particularly for people who work in organizations.  It is a rare case where television offers the viewer an opportunity to gain some great insights.   In this case, the audience shared in the insights of the undercover boss and saw firsthand how it benefited him, his organization, and his employees.

If you would like to view the full first episode of Undercover Boss, just press this link: Undercover Boss.

The Unfolding Diversity Journey

By Juan T. Lopez

Over the next ten years, I believe these five areas will consume our thinking: talent/retention, diversity competency, health and wellness, sustainability and globalization.

Leading companies are reorienting their business strategies to address these areas.  In doing so, internal diversity thought leaders or steering committees are tapped to help shape the direction and approach.  For example, in the retention area, racial, ethnic and other primary groups will provide candid feedback on exclusive organizational practices.  This information will be used to develop performance metrics that hold individuals and organizations accountable for using diverse talent.

The focus on diversity is entering a new phase characterized by inquiry and study.  More time will be devoted to research, symposia and application.  New insights and knowledge will be used by organizations to improve their diversity performance.  The benefits of leveraging diversity will continue to grow in acceptance across many disciplines.  Furthermore, a decrease in the derision and political scrutiny of diversity will lead to more academic acceptance of diversity as a legitimate field of study.

Doing business in other countries will require diversity competency.  U.S. companies will not get a pass. There is an expectation that North Americans will demonstrate fluid cultural competency toward people from different nations, including sensitivity to political and religious mores.  Business leaders from different countries will bring international experience and best practices to corporate headquarters, forcing changes in diversity strategies.

High-performance teams will be linked across multiple functions and different locations.  To excel, individuals will be expected to manage diversity, and organizations will continue to raise the bar on what is expected.  Middle managers will be a focus in terms of their ability to drive diversity initiatives, develop talent and change deep-rooted organization beliefs, values and practices that undermine diversity competency.  This will be a priority because retention is influenced by the employee-manager relationship.

Organizations will be scrutinized on how their products impact the health and wellness of the community. Particular focus will be on communities of color.  PepsiCo is an example of a company that is committed to creating healthy products and educating consumers on nutrition and diet.

Environment and sustainability issues are important to many consumers.  The Home Depot and Wal-Mart are moving toward demanding smarter environmental practices from their vendors as a condition of doing business.  We will see more organizations making these demands as corporate social responsibility is expected from the consumer base.  It’s no surprise that these companies also have good diversity programs.

Talented people will have more options for where to work.  Future leaders will choose wisely, based on actions, not words.

Published in Profiles in Diversity Journal, the July/August 2007 issue featuring profiles on pioneers of diversity and focusing on where the diversity movement will be going in the next ten to fifteen years.

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