Hartford Business Journal

www.HartfordBusiness.com • January 15, 2018 • Hartford Business Journal 21 HARTFORDBUSINESS.COM POLL LAST WEEK'S POLL RESULT: NEXT WEEK'S POLL: Will the new federal tax reforms help or hurt Connecticut in the long run? To vote, go online to hartfordbusiness.com BIZ BOOKS Tips to become a better manager in 2018 By Jim Pawlak "The Great Manage- ment Reset: 27 Ways To Be A Better Manager" by Leslie Ka- minoff (Morgan James Publishing, $16.95). The chapter on "Change Manage- ment" stands out because change disrupts the status quo, which affects a manager's plan to handle many other management tasks. To put that disruption in context, make a list of what, how and who are affected by each of these internal change events: budget adjustments (up or down), rapid organizational growth or decline, staff turnover (not only in your department but in those involved in your projects), deadline and priority shifts, scope creep and new procedures. Your lists point to the need to have vi- able and flexible plans in place to deal with the "people" issues of change (e.g. shock, rejection, resetting expectations, accep- tance, etc.). The four Cs to managing the people-side of change are: 1. Communication — Tell people what's happening, "how it's going to affect them and what life is going to look like on the other side." As the change unfolds, keep people updated. 2. Community — Change often results in taking the eye off the ultimate goal. Emphasize that the change presents an opportunity to ex- plore new ways to achieve the goal. People's acceptance increases when they see that the manager has created a support system (e.g. resources, revised processes, assignments/ projects, timelines, etc.) for execution. 3. Camaraderie — By adopting a "we're in this together" approach to exploring those new ways, staff will continue con- necting with each other and the tasks at hand. Encourage communication among the staff and feedback, which can be used to feed-forward. 4. Coaching — You need to recognize where individuals are on the change buy- in scale and let them express their views and concerns. You're responsible for help- ing them deal with "what's happening" and their roles. The bottom line: It's up to the manager to help staff "turn the page." Jim Pawlak Book Review Can an independent candidate win this year's governor's race? 31.3% No 68.7% Yes READER COMMENTS: "Yes, but Oz Griebel may be the only realistic chance." "Independents are the largest electorate in Connecticut." "This might be the year. Independents could see support from Democrats who have been disappointed with Malloy and from Republicans unimpressed with the party choice." "Not likely, given it's the Land of Steady Habits." "Yes, with money backing heavy advertising and support from very dissatisfied Republicans and Democrats." COMMUNITY CONNECTIONS Incorporating MLK's tenets in the workplace By Ted Carroll A s a community organizer by training, I frequently refer to Martin Luther King Jr. for lessons and inspiration. The vision he so eloquently articulated in 1983 appealed to such a large swath of Americans that we created a national holiday in his honor. This vision compels us to ask ourselves how we can tap into King's profound truths and lofty ideals in our communities and in our businesses today. There are many ways in which work- place leaders have adapted King's tenets. In doing so, many have built successful businesses while contributing to healthier communities. One of the most important ways in which this happens, of course, is in deciding whom to employ. My liberal friends may scoff at this idea, but I think conservatives are right when they say that the best social service program is a job. And by making affirmative efforts to reach out to women, minorities, veterans and members of the LGBTQ community, employers have not only helped tradition- ally marginalized groups, they have helped their businesses. By diversifying their workplaces, they have fostered creativity and innovation while also gaining access to new markets. Beyond hiring people who need jobs, however, the best companies work hard to respect and value those they hire and inspire them to reach for something noble. Kim Cameron, professor at the School of Business at the University of Michigan calls these companies "virtuous organiza- tions." His research indicates that there is a positive relationship between high-per- forming and profitable organizations and the presence of such qualities as "compas- sion, integrity, trust and optimism" in their leaders. Leaders are key to building this kind of culture, and Robert Greenleaf, a retired AT&T executive, coined the term, "ser- vant leader" in his 1970 essay. Greenleaf describes this kind of leader as one who chooses to lead from a desire to serve first. Such leaders ask themselves if those they serve grow as persons. "Do they become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in soci- ety? Will they ben- efit or at least not be further deprived?" These are questions King himself might have asked business leaders. Over the last 20 years, I've had the occasion to work with the Greenleaf Center of Servant Leadership and have been pleased to learn how many major corporate executives have adopted Greenleaf's philosophy in their business operations. Local business leaders may not often use the phrase "servant leader" and they might be too humble to describe their workplaces as "virtuous," but I have seen enough ex- amples of both in this region to feel hopeful that new business norms may be evolving. In my view, Kate Emery, founder, president and CEO of Walker Systems, is a servant leader who runs a virtuous or- ganization in which the profits get shared equally among shareholders, employees and the community. Emery cares about her employees and her community as much as any business leader I know. And her tech- nology company is one of the largest and most successful in the region. I don't think that's a coincidence. Nearly 30 years ago, Worth Loomis envisioned the role Leadership Greater Hartford (LGH) could play in the region. This highly respected business and community leader encouraged me and others to imagine how LGH "could lower the barriers of race, economics, education, age and gender in ways that would lead all who live and work in the region to believe that they live in a just and caring community." This is a vision that compels our work in the community even today. Imagine if we could all find ways to embrace this vision in our workplaces so that they, too, are places where barriers are lowered and where employees feel they work for a just and caring employer. If we did, each of us, regardless of our professions, could help bring about the world that King, Loomis and other visionaries have inspired us to build. I believe that our com- munity would thrive, and it would probably be very good for business, too. Ted Carroll is the president of Leadership Greater Hartford. Ted Carroll Beyond hiring people who need jobs, however, the best companies work hard to respect and value those they hire and inspire them to reach for something noble.

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