Lt. Col. Don Bryan, an Ace with the famous 352nd Fighter Group and John Mollison, Writer and Draw-er
The North American A-36 Apache. This was flown by Col. William T. "Bill" Creech, who flew 302 combat missions in WWII, Korea and Viet Nam. He wrote a book about all of that and more: The 3rd Greatest Fighter Pilot. It's available through authorhouse.com.
Eugene "Red" James flew the F4U-42 Corsair on display at the National Naval Aviation Museum in Pensacola, Florida. "Red" flew 136 combat missions in WWII and Korea. See the art on the nose of the plane? That signifiies being in the elite group, "The Checkerboarders."
Making Every Day A Memorial Day
A few months back I met (by email) John Mollison, who had read an article I posted about the Burma Road. John is a a military historian and a tremendously gifted artist who uses that gift in an equally tremendous way. He draws, in meticulous detail, the planes of WW II pilots and gives them as thank you gifts for allowing him to interview them.
John’s website is one of those that can take you days to fully explore–and you’ll go back for more. John is modest and insists there are artists who draw in much more detail than he does–and he may be correct. But you can feel the caring in his work and I like that. Check out the website here.
I also found a neat article in a Pensacola newspaper about one of the subjects John interviewed, Eugene “Red” James. You can read it here.
On Memorial Day we honor our departed loved ones and we give special honor to all those who served in the United States Armed Forces. John Mollison honors our living WWII and Korean Conflict heroes and learns from them as well. On his website he says:
A question most-often asked is, “What’s the big thing you get out of all these interviews?”
For one, it’s a deep appreciation and looking-forward to growing old. When I was born, the men I’ve interviewed were older than I am now. To put another way, they have an entire lifetime of wisdom and learning over me…and it shows.
Yet, these men are lively, vibrant, students of learning, humble and, in a few cases, could probably kick my butt if push came to shove.
I look forward to aging like they have- strong, sharp and alive.
And hopefully, the study of History will become more valued. Living in the past is silly, but you have to admit that it points in fairly reliable directions.
I enjoy all of John Mollison’s website, but especially enjoy the photos of him and some of the pilots he has interviewed. You can check that page here. They look like people I would love to meet myself, so I envy John. I not only envy him his talent, I envy the creativity and thoughtfulness he has shown by using his talent to enrich the lives of others. He makes every day a Memorial Day. That is a good idea for all of us.
May 26th, 2010
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Many offices have parties to celebrate birthdays. Some celebrate on the actual day while larger offices may have a party day once a month to celebrate for everyone born that month. Still others go out to lunch or do something else in honor of the birthday person. (I tend to think the it’s mostly a way for everyone to take a cake break.)
As fun as these can sometimes be, they also can create problems that could have been avoided with a few guidelines, requirements and limitations.
1. Let employees develop the guidelines, using established criteria or with final approval by the manager. It’s good to let employees decide about events that pertain directly to them, but the outcome is still the responsibility of the manager.
Sometimes employees aren’t thinking of the big picture or don’t have the insight to know what could be problematic. For example, a suggestion in one office was for each employee to take turns hosting an event–but that can’t be required and may not be possible for everyone. Another office wanted to do a fun “Old Folks Home” theme for an older employee. NOT a good idea. One group wanted to require a sizable monthly donation for parties. And, I very clearly recall the disciplinary action that followed a Male Strip-O-Gram for a female employee’s birthday.
2. Keep celebrations as simple and inexpensive as possible. The more simple and the less expensive the party, the less set-up and clean-up time is involved and the less money has to be gotten from an office fund, individual contributions or the pockets of managers and supervisors.
Consider really tasty cookies, simple cupcakes, the least expensive source for the cake, a plain fruit tray or one that is made at work. Or, do as some offices do and eliminate a food event altogether, focusing instead on verbal and written birthday wishes.
3. Have equitable parties. It can be embarrassing and hurtful to have a giant party for Betty but only a few cupcakes in the break room for Barbara. Or, to take Bill to lunch but not do anything for Bob. The best way keep it even is to do about the same thing for everyone, every time. If the employee has special dietary needs, get a small serving for the honoree but the usual thing for everyone else.
There is a gorgeous office-wrapping display shown on this site (and I really like the site too!) It looks lovely and probably was fun. However, I am aware of a similar situation in which the next employee with a birthday ( a very nice person who was well-liked) arrived at work expecting something similar, only to find everyone had been too busy to do it. She shrugged it off in front if everyone, but it hurt her terribly and made the other employee feel badly too.
4. Don’t let birthday celebrations become a reason for conflict. Many people do not like having their cubicles decorated or having similar complicated birthday activities. Ask ahead of time if someone is OK with having the usual birthday celebration. If he or she doesn’t want the celebration assure them it won’t be a lot of hoopla. If they still don’t want it, don’t try to argue them into it.
I’m familiar with an office where they have a birthday bash for every employee, including the ones who don’t attend their own event–and invariably there is some negative talk about the person who didn’t want a party.
In an office I visited not long ago the manager commented that one of the employees had taken her birthday and the day after off, knowing the weekend followed, to avoid having her cubicle decorated for her 40th birthday. “What she doesn’t realize”, the manager said with a grin, “is that we’re just going to wait until she comes back, however long that takes.” My response was, “Good grief! You’re concerned about conflict in your office. Why do you want to create another one for no reason?”
5. Keep focused on the spirit of the celebration. It”s good to honor birthdays and to have a reason to smile and enjoy a break, perhaps with something good to eat. However, like most things that are done with good intentions, birthday celebrations can create problems that outweigh the good. Keeping them simple, inexpensive, equitable and welcomed can help ensure success.
May 23rd, 2010
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Must You Copy Someone On That Message?
Being able to send a typed message to several people at once is one of the great benefits of email. However, many people misuse the benefit and make it one of the worst aspects of a great concept.
Remember: Email doesn’t waste time. People misusing email waste time.
Unless you have been directed, requested or begged to CC or BC a message, think before you do it. Then, think again. There are certainly times when it is appropriate and effective. For example, when you are commending someone, want others to know about it, and want the person you are commending to see who you have copied. Or, when several people are working together and all must get exactly the same information. However, often it is not appropriate or effective and makes you look badly.
You may add to email clutter.
Does the person you are copying really need to read the entire message? Will it help them do their work more effectively? When they said to keep them informed, did they mean they wanted to see all the emails about a subject as an “FYI”? Instead of copying on every item, consider sending them a direct email with an overview of what is happening. If it’s not important enough to take the time to do that, maybe copying isn’t needed.
You may seem to be trying to look impressive.
Are you mostly trying to show how effective you are? (Most of us have done that sometime.) Rather than making you appear saintly or impressive, the message may irritate or amuse those who are CC’d on it. They may not tell you, but mentally they may be sighing or rolling their eyes–or just hitting delete.
Instead of copying what you send to others, send a direct email to the person you want to inform about your work. If you don’t think that would be effective or well-received, don’t CC on the messages either.
You may create or add to hostility
Will the original recipient view the CC as a way of tattling on them or emphasizing your status? Your message can go from merely irritating to infuriating if the recipient thinks you are trying to get him or her in trouble or implying that you and the boss are in close contact. Unnecessarily CC’ing a person higher up on a message can be like waving a red flag in front of the direct recipient.
You may stir up trouble
Is the message likely to create conflict? If you know or are reasonably sure that what you are sending will create negative feelings for those being copied or for direct recipients, don’t do it. If you are venting and you only want the maximum audience, don’t do it. If you don’t have the courage to say something face to face, but you figure you can get by with it and sound tough by email, don’t do it.
If there is something going on that needs to be confronted, do it in person or by phone. If documentation is needed, follow-up with an email or an email with a document attached.
Some alternatives to CC
Instead of CC’ing someone, forward the original. Forwarding allows you to add a message specifically for the recipient. It also prevents the recipient of the forwarded email from an awkward ”Reply All” , which sometimes happens on copied mail.
If you CC, consider saying in the message why you are doing it. ”I’m copying Bill on this, since he has to give approval next.” If you can’t think of a succinct reason for copying someone, don’t copy them. (How does this sound? “I’m copying Kristie, so she will see what I’m having to put up with.” Or, “I’m copying Chuck, so he’ll know I’m working hard on this project.” Or, “Kyle, I’m copying Vernon so you know I have his support. Nyah, nyah, nyah!”
Blind Copy, to avoid having all the recipients known. When someone is blind copied their email address is not seen by direct recipients. This can be useful in many circumstances and is a valid action in some cases. However, it can have drawbacks as well. For example, it can seem sneaky, if the person you blind copied then writes directly to the person you were emailing or accidentally sends a “Reply All” message. It is wise to send a direct message to the Blind Copied person telling them why you have done it that way. (Forwarding the original can achieve the same purpose, without taking much more time.)
Make CC’ing a useful tool
Being able to send several people the same message at the same time is one of the great benefits of email. Use it unnecessarily or as a weapon and not only will your emails be dreaded by many people, you will lose credibility. Use it wisely and you will be considered efficient and effective by several people at once!
May 16th, 2010
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The employees have their bagels and hot tea or coffee and they gather around the conference table for the weekly or monthly update meeting. After a few opening remarks the manager or supervisor says, “OK then! Let’s go around the table and share what we’re doing right now! Ava, you and your team are sure working hard on your new project, so why don’t you share some of that with the rest of us?”
Two hours later a bored and irritated group trudge out of the meeting, glad it’s over for another week or month.
That negative image is not meant to suggest that you should never have people share information about their work. There can be value in such meetings on occasion. However, think carefully before you make them a regular occurrence or end every staff meeting with a sharing session.
The Pros and the Cons
1. Everyone gets a chance to talk about their accomplishments and the work they and their teams are doing.
Another view: Self-reporting is often inaccurate, especially if there is a feeling that the more work you report, the better you’ll sound. Many people over-dramatize or fluff to sound impressive, get sympathy or justify not helping others. This is especially a problem when others know the person reporting only has a lot of things to do because he or she procrastinates or wastes time. Consider setting a time limit of one minute per person and not one second more. People only need to hear an overview list of what others are doing, if that. Managers should not need these reports to make him or her aware of the work being done.
2. Everyone can appreciate the myriad tasks involved in the big picture of work and how much every individual contributes.
Another view: Once you know that, you don’t need to be told the next month and the next and the next. Consider limiting sharing meetings to every six months or so.
3. Team members may find areas of common focus or concern and perhaps can assist each other.
Another view: The role of a supervisor or manager is to be aware of what work is being done and to bring employees together in ways that will assist them. Consider teaching employees the value of checking with each other to see if someone else has expertise, experience or information.
4. Managers and supervisors can see how employees interact with each other and how supportive individuals are of the team.
Another view: Rarely do managers do or say anything about how individuals act in meetings, either to commend or correct. They should, but they don’t. I don’t know of many (or any) managers or supervisors who have ever included meeting behavior in performance evaluations. Again, they should, but they don’t. Consider evaluating interactions that take place in other group formats.
5. The manager or supervisor can use the meeting to build the team and identify issues that need to be handled.
Another view: The reports are usually about what one person is doing or what that person’s group is doing, not about the overall work of the group or the organization, so they are not team-oriented. Rarely does the manager or supervisor do a closing that pulls all of the information together for the group, ending the meeting with a team focus. In addition, most issues that are disclosed in meetings are already known. Some meetings are called specifically to get known issues “out in the open.” Problems should be intervened about while they are happening or soon after, rather than waiting to have the problems vented in a meeting.
6. The manager has an opportunity to commend in public.
Another view: Some of the weakest, most embarrassing expressions of appreciation I have ever heard have been in meetings when a manager felt compelled to say something positive. Consider a private, sincere thank you. Show your appreciation in public by the supportive, friendly way you treat people and the occasional comment that others hear.
The bottom line: Meetings to share information about work have value when there are clear connections between what each person is doing an an overall task to be accomplished. There is even more value when the leader or a faciliatator briefly makes that connection for the group as each person talks. What I have found to be unhelpful and even damaging are meetings where many people talk at length about their current work and their To Do lists. Those who like to preen about their work and lists of tasks seem to love those meetings. Most employees dislike them and resent being required to participate.
Personal, direct and specific conversations will do more to build individuals and the team than forced sharing, with or without bagels and hot tea or coffee.
May 4th, 2010
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