MGMT 300 FINAL
What were some of the problems at Uber?
-Super-pumpedness = Bring energy and infectious enthusiasm to everything you do. Viewed by some Uber workers a "this means a lot of overtime." -Meritocracy and toe-stepping = Insult, offend or upset someone, especially by getting involved in something that is their responsibility. The best and brightest will get to the top somehow. -Making bold bets = If you aren't taking big risks, if you aren't looking for the next big thing, you will be disrupted. Employees of Uber offices worked long hours and were paid well. Questions about the culture at Uber rose in 2014 when Kalenick said in a GQ interview that he calls his company "boob-er because it helped him attract women on demand" (Hartmans and Leskin, 2019).
What are the prevailing workplace climates?
1) A profit-maximizing culture is one in which decisions are based on what is best for the decision maker and may not be seen as a gracious or giving culture. 2) A Trusteeship culture places emphasis on the organization, accountability and customers. This organization works to meet expectations of others and follows the law. Money and profits are important but not at the expense of people. 3) A quality-of-life management culture. Here, the focus is on what is right and everyone has a responsibility to make things better.
Widely recognized Rotary International ethical questions
1) Is it the truth? 2) Is it fair to all concerned? 3) Will it build goodwill and better relationships? 4) Will it benefit all involved?
What mistakes do leaders make in a crisis?
1. Distancing themselves from the problem - leaders need to admit mistakes and accept responsibility. If truly innocent of an accusation, then certainly stating that is correct but when a leader pleads innocent one day and guilty the next, reputations are damaged. 2. Not taking quick, tangible action - If you wait too long to make a correction, people can get scared or angry. Something visible must be done to show the leader is actively working on a remedy. 3. Looking insincere. Sincerity is necessary for earning trust. Without it, the company or leader appears as if they are above the mistake. 4. Writing a boring news release. A news release doesn't do much. It doesn't reach multiple communication platforms and doesn't answer questions. More platforms and types of communication needs to be used. 5. Ignoring public's questions. Leaders should never lie but be willing to say they know know an answer. They should suggest they will work hard to find the answer. 6. Keeping the CEO out of view. CEOs are often the identity or face of the organization. When the CEO is not visible, it make people uncomfortable and unsure of what is happening and where they can turn to. 7. Having vague communications. A focus of this unit is communicating during a difficult time. Using generalities instead of specific language is frustrating. People want to know what is happening today and what is the plan for tomorrow. This is especially important if they are a stakeholder like an employee.
Be prepared to address the "5 Things Great Leaders Do"
1. Treat Others as Equals 2. Listen Actively 3. Learn From People 4. Share Life Stories 5. Align Around the Mission https://www.huffpost.com/entry/are-you-an-empowering-lea_b_8250680
Know Patagonia's
ACTIVISM AND ADVOCACY!
What are the differences between business and not-for-profit organizations?
An important difference in the different types of organizations is how success is measured. For profits, success is measured in their value within the marketplace and how much profit is generated. In contrast, not-for-profits measure their success in how the organization fulfills its mission and provides a societal need.
Ray Anderson
Anderson was the founder and chairman of Interface carpet company. Carpeting has long been one of the most environmentally destructive industries. Anderson set out to change that and became very well known for creating a culture at Interface where all employees were devoted to the mission of "Take Nothing from the earth that cannot be replaced by the earth."
What can leaders do to prepare for a crisis?
Anticipate- predicting what lies ahead Navigate- course correcting in real time (may be difficult) Communicate- continually Listen- to what you don't want to hear (also difficult!) Learn- learning from experience to apply in the future Lead- improve yourself to elevate others Running drills or simulations could certainly help. Staying abreast of what issues are happening within business like cyber breaches would be beneficial. Having a security staff or contracting with security is usually a good idea (if you can afford it).
How can leaders handle a crisis?
Apologize! But also... Leaders have another important role during a crisis and that is to provide perspective. As Mike Useem has written in The Go Point, an insightful study of decision-making, effective leaders can often do more by standing back from the action. It is why, as Useem notes, that the team leader in mountaineering expeditions often remains at base camp rather than hiking to the summit. That way, if trouble strikes, he can direct the response with the perspective that comes from seeing the mountain as a whole and the conditions that affect the summit team. The measure of a leader is often tested during a crisis. And those leaders who can engage directly, but still maintain their sense of perspective, are the ones that will help the organization survive. Article: How a Good Leader Reacts to a Crisis
Which aspect of personal performance is described in, "Integrity requires honest assessment and action, and it requires courage to live by your convictions even at self-risk or sacrifice" (from text reading).
Be true to your values.
501c3 organization
Being "501(c)(3)" means that the nonprofit organization has been approved by the Internal Revenue Service as a tax-exempt, charitable organization. "Charitable" is broadly defined as being established for purposes that are religious, educational, charitable, scientific, literary, testing for public safety, fostering of national or international amateur sports, or prevention of cruelty to animals and children.
What are some basic ways to empower employees or members?
Being an active listener and providing coaching as covered in earlier units may be the most common forms of empowering others. In addition, offering training and development opportunities can really help to empower employees. I used to work as a corporate trainer and we considered training as teaching an important and needed workplace skill while development was considered preparing for future job or career moves.In regards to training, the American Society of Training and Development (ASTD) is a great organization for business persons who want to empower workers. They say 2.34% of payroll is devoted to training and about 32 hours per employee per year. Unfortunately, when budgets get reduced, training and development is often the target.
What are some of the assets of quiet leaders?
Cain's calls to action 1 People need time and resources to think privately before sharing with other people. Small group sharing is better than large presentations. 2) People need to unplug. More time needs to be spend in reflection. 3) Introverts need to join the extroverted counterparts in sharing ideas. Their ideas are badly needed.
How an organization prices and advertises it's services falls under which code of ethics area?
Consumer relations.
What can you do to make sure you make ethical decisions?
Do you ask yourself the following questions? 1. If I don't do this now, will I regret it? 2. What am I afraid of? 3. What does my heart say? 4. What am I really doing this for? (Does it match your goals?) 5. Who am I really doing this for? 6. Will I like myself after this decision? Developing a "pros and cons" list is very popular but have you ever made one and not liked the solution that has the longest pro or con list? Weighing the importance of each facet is more helpful. Many of us have someone we trust to talk with when it comes to difficult decisions. In business, it often helps to talk to someone who is faced with the same or similar dilemma or someone who has experience with the difficult decision. Professional networks and even LinkedIn contacts can be helpful in finding someone who can help you identify important factors in business decisions. Friends from your time here at UWEC can also help. Ethics studies note that it is natural to initially maximize happiness and minimize pain. Think about this interesting Hindu quote regarding individual decision making: "People fail to notice the underlying assumptions and prejudices that creep into their thinking and rationality. You have a lot of unexamined past in your memory and your decisions are often shaped by it" (Jayaram V, 2019) Many of you will experience behavioral interview questions, the kind where the interviewer wants you to recall an event. "For example, tell me about a time when you......." These types of questions are popular because you find about an actual event. A common behavioral question is, "What is the most difficult decision you've made and how did you come to that decision?" Be ready for this question. Consider the right challenge ( a workplace situation is best if you have one). Make sure your answer highlights a strength (showing flexibility, negotiating skills, perseverance, etc.) Explain how you weighed the options (purposeful and careful). Dazzle the interviewer with your answer!
Recognize aspects of adaptability when leading in a changing environment
Experiment Don't claim fame Are curious Adapt Stay current See systems Open their minds Know what they stand for See opportunities Are resourceful Think ahead Don't whine Talk to themselves Don't blame
True or False: Harvard Business School found that quiet leadership is necessary to gain critical thinking and sound results.
False
True or False: Nonprofits are not allowed to make money.
False
True or False: The snow removal analogy in the Baldoni article is used to demonstrate the importance of safe and clean streets.
False
The results of the Gallup State of American Workplace
Gallup last issued a State of the American Workplace report in 2017. The report was met with anticipation by almost anyone who cares about employee experiences and employee engagement. Using data collected from more than 195,600 U.S. employees in 2015 and 2016, Gallup created its third iteration of this report. It was published in LinkedIn and it is awesome! After you read the list, you will probably agree with me that this list is certainly not outdated. The most engaged and empowered employees answered "yes" to most of these. I know what is expected of me. I have the materials/equipment to do my best work. I can do what I do best every day. I've received praise or recognition in the last 7 days. Someone at work cares about me as a person. Someone encourages my development. My opinions seem to count. Our mission make me feel like my work is important. Everyone is committed to doing quality work. I have a best friend at work. In the last 6 months, I've talked to someone about my progress. I have opportunities at work to learn and grow.
What are the "three pillars" or components of sustainability?
Green leaders generally address a balance between the needs of the economy, environment, and society. To make a change in one of the areas affects the others. The most sustainable organizations not only pay attention to the economics of sustainable practices but they also consider corporate social responsibility (CSR) in their use of environmental practices.
Why did so many people attend MLK's speech? ("How Great Leaders Inspire Action")
He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. The people showed up for themselves, it is what they believed in.
Who is Susan Fowler?
However, the bottom seemed to fall out in 2017 when a company engineer named Susan Fowler wrote a blog post about the sexist culture at Uber. Within the blog, she stated that her direct supervisor asked her to have sex with him at the office. She reported this to human resources but was told he was a high performer. Fowler's blog "went viral" and before long news media started to report on the toxic culture at Uber (offices not drivers). The culture included things like encouraging employees to outdo each other, alcohol was served on the job, meals were served rather late in the evening and employees were encouraged to stay and eat, not feeling like they could go home to families. The president of the company, Jeff Jones resigned saying, "The beliefs and approach to leadership that have guided my career are inconsistent with what I saw and experienced at Uber."
A good example of an apology is
I'm Sorry
To finish or "seal the deal" on your apology, you could say
I'm sorry I don't know the answer, but I will call you back with the answer by Friday.
nonprofit organization
Institution that functions much like a business, but does not operate for the purpose of generating profits
Attracting and then retaining good people in an organization is very important. We read that ___________________ discovered this and has a voluntary turnover rate of 2%.
J.M. Smucker
What is a B Corporation?
Many business owners work hard to achieve the high standards of a certified B Corporation. These businesses have "verified social and environmental performance, public transparency, and legal accountability to balance profit and purpose." B Corps are known as a community of leaders "using business as a force for good." You are likely familiar with some of the B Corps. THE B CORP DECLARATION OF INTERDEPENDENCE We envision a global economy that uses business as a force for good. This economy is comprised of a new type of corporation - the B Corporation -Which is purpose-driven and creates benefit for all stakeholders, not just shareholders. As B Corporations and leaders of this emerging economy, we believe: That we must be the change we seek in the world. That all business ought to be conducted as if people and place mattered. That, through their products, practices, and profits, businesses should aspire to do no harm and benefit all. To do so requires that we act with the understanding that we are each dependent upon another and thus responsible for each other and future generations.
Challenges of nonprofit leaders.
Mission Creep, Refusing to Play Nice, Conflicts of Interest
What is a code of conduct?
Most workplaces have some form of code of conduct or code of ethics that guides decision making. You often see conduct guidelines placed within mission and vision statements.
What characteristics are identified with the "new" nonprofit leader?
Moves to Impact: She realizes that it is no longer enough to just "do good work." Nonprofits must create a theory of change and then find a way to measure and articulate the outcomes and impact they hope they are achieving. Finances the Work: He works toward completely integrating money into the mission his nonprofit is trying to achieve, understanding that big plans are not enough, he also must finance them. And beyond just recognizing his lack of infrastructure, he puts together a plan for raising capacity capital and convinces donors to start investing in a stronger, more effective organization behind the work. Refuses to Play Nice: She overcomes the nonprofit norm of politeness at all costs and gets real with funders, board members, or staff who are standing in the way of the mission and impact of the organization. Looks Outside: He understands that a nonprofit can no longer exist in a vacuum. He and his board and staff must constantly monitor the external marketplace of changing client needs, demographic and economic trends, funder interests in order make sure their nonprofit continues to create community value. Gets Social: She embraces the idea of a networked nonprofit and is willing and able to open her organization and let the world in as fully engaged partners in the work her nonprofit is doing. Asks Hard Questions: He constantly forces himself, and his high-performing team of board, staff, funders and volunteers to ask hard questions (like these and these) in order to make sure they are pushing themselves harder, making the best use of resources and delivering more results. This new nonprofit leader is confident, engaged, and savvy. She will, I have no doubt, lead this great nonprofit sector to new heights.
Refusing to play nice
Nonprofits are known for being "nice" organizations. Executive directors get into tough situations and they must be willing to get real with funders, board members, or staff who are standing in the way of the mission and impact of the organization. Saying no is difficult.
What is the Tylenol Story?
Page 147 of the textbook!!
The aspects of personal performance
Page 416 in Textbook: Know yourself Become an expert Establish your style Build a network Focus Create a cushion Be true to your values Stay young, Stay foolish
How have Yvon Chouinard and Ray Anderson, and Paul Polman show their interesting in sustainability?
Paul Polman, a visionary leader who used to work for Unilever but now has his own company, IMAGINE. Polman has dedicated his work to making business sustainable while achieving a good ROI (check out his LinkedIn page to see all the incredible things he has done). Yvon Chouinard founder of Patagonia is another champion of green business. His company is designed around a culture of caring for the environment and goes so far as to encourage employees to be activists.
Why was Apple so successful and Tivo was not?
People believed Apple's products worked and knew what Apple had and stood for-not just what their products did like TIVO and people did not believe TIVO.
Susan Cain suggests the following call to action for an introvert.
People need to unplug and reflect.
Who are some quiet leaders?
Rosa Parks Tony Dungy:Former NFL Coach, wrote a book "Quiet Strength" Susan Cain: Wrote the book "Power of introverts in a world that can't stop talking" Mark: Biomedical Engineer and administrator at Mayo Clinic
How about other local businesses in EC and around Wisconsin making a commitment to the enviorment?
Some of the most common environmentally friendly business practices in the Midwest are LED lighting, geothermal heat (underground coils), solar energy, motion-detecting lights, comprehensive recycling, and hybrid or electric vehicles. As you enter your job search, it will be interesting for you to see and ask about what some companies are doing. There are businesses in Eau Claire that reserve the closest or best parking spots for hybrid cars. Incentives like good parking spaces help to build sustainable business.
What is the "pause"?
Studying crisis at the same time we are dealing with a disruptive virus outbreak is interesting. We watch so many people in leadership positions trying to assure us things will be better if we are just patient. A friend told me his workplace is referring to this time as "the pause." I think we are learning how difficult it is for people to be patient when jobs, internships, health, and personal freedom are on the line. I find it fascinating how some geographic areas have excelled at "shelter at home" and others have not.
What are the advised steps for a leader or company to do in a crisis?
Take a moment to figure out what's going on. An executive I know experienced a major disruption in service to his company. He was the person in charge and he told me that at the first response meeting everyone started talking at once. The chatter was nervous response — not constructive — so he delegated responsibilities and then called for a subsequent meeting in an hour's time. This also helped to impose order on a chaotic situation. Act promptly, not hurriedly. A leader must provide direction and respond to the situation in a timely fashion. But acting hurriedly only makes people nervous. You can act with deliberateness as well as speed. Or as legendary coach John Wooden advised, "Be quick but don't hurry." Manage expectations. When trouble strikes, people want it to be over right now — but seldom is this kind of quick resolution possible. It falls to the leader in charge to address the size and scope of the crisis. You don't want to alarm people, yet do not be afraid to speak to the magnitude of the situation. Winston Churchill was a master at summing up challenges but offering a response at the same time. As he famously said when taking office in 1940, "You ask, what is our aim? I can answer in one word. It is victory; victory at all costs; victory in spite of all terror; victory, however long and hard the road may be, for without victory there is no survival." Demonstrate control. When things are happening quickly, no one may have control, but a leader can assume control. That is, you do not control the disaster — be it man-made or natural — but you can control the response. A leader puts himself into the action and brings the people and resources to bear. Think of Red Adair, who made a name for himself putting out oil fires that no one else could. A raging blaze may seem uncontrollable but Adair knew could control the way it was extinguished. Keep loose. Not only does this apply to personal demeanor — a leader can never afford to lose composure — it applies to the leader's ability to adapt rapidly. A hallmark of a crisis is its ability to change quickly; your first response may not be your final response. In these situations, a leader cannot be wedded to a single strategy. She must continue to take in new information, listen carefully and consult with the frontline experts who know what's happening.
Has UWEC made a commitment to the environment?
The Climate Action Plan of UWEC has set a 20% carbon reduction goal for this year and a carbon neutrality goal for the year 2050. Carbon neutrality is "the sum of all the greenhouse gases that you put into and take out of the atmosphere balance out to zero" (Lau, 2020). Therefore, the goal of carbon neutrality is to achieve no carbon footprint. It is tough to do when you live in Wisconsin and depend on heat for cold winter days. There is a class at UWEC that measures our carbon footprint each year. Our Student Office for Sustainability keeps a close watch on what is and could be done to make the campus more sustainable.
What was the difference between Samuel Pierpoint Langley and the Wright brothers?
The Wright brothers were driven by belief and Langley want to be famous.
Mission Creep
The biggest challenge nonprofit leaders must overcome is mission creep. There is constant emotional pull from volunteers, staff and major donors to expand services pulling the organization away from their original mission. It is difficult but often necessary to say no to a program that takes away from the mission and goals. It takes discipline to say "no" and courage to cut what is not mission critical.
Identify the key reasons businesses should care about the environment
They'll save money They'll Improve their image They'll hold onto employees loner They'll impress shareholders They'll be ready for the future regulations
What happened at Garrett's popcorn?
Things were going great for Garrett's until one year ago when an employee was terminated and exited with 5,400 proprietary company files on her flash drive. The employee was one of only three people who knew Garrett's "secret recipe." What Garrett's thought was the beginning of the end for their trade secret ended up working out when the employee was legally barred from disclosing the recipe. Crises like this are just not what business owners plan for and in this case legal recourse worked. However, the very public coverage of the stolen recipe made national news and Garrett's leadership had to clearly state they had filed a restraining order against the departed employee. While the media presented this as a major news story, Garrett's leadership remained quiet and brief in their public statements regarding the issue.
True or False: According to the Five Challenges article, having a project deadline extend indeterminately is mission creep as are requests to continually expand services.
True
True or False: Leadership stretch assignments change things up by asking leaders to reach or stretch beyond their comfort zone.
True
True or False: Much of "Are You an Empowering Leader" focuses on Zappos and its CEO Tony Hsieh.
True
True or False: The solution for maintaining an ethical work environment is that the leaders at all levels must be selected and rewarded for their performance in meeting integrity and business standards, and these leaders must be held accountable.
True
True or False: Uber has had attrition or turnover that is higher than expected.
True
Conflicts of interest
When members of the board or staff find themselves in a position to benefit themselves, family members, or other organizations through their position in the nonprofit it is referred to as a conflict of interest. A classic example of this is a nonprofit that has fund raised and now wants to buy three vehicles. A member of the board requests the executive director purchases the vehicles from a dealership his brother owns. To prevent a conflict of interest, board members must disclose if there is a personal relationship or benefit in a board decision. If there is, they should remove themselves from decision and not participate in voting or discussions prior to a vote. Volunteers help the nonprofit meet their mission and vision. Most people who volunteer do so because they are passionate about the service the nonprofit provides. Although working directly in providing the service is needed, volunteers are also needed for more mundane everyday tasks. Because they are not on payroll, some nonprofits experience less commitment from some volunteers than might be expected on the job. Meeting the intrinsic needs of volunteers is necessary. Most "for-profit" organizations do not have many volunteers.
When a crisis hits, it is advisable for a leader to
act promptly
The "New" nonprofit leader has to
be willing to tell board members and funders when something is deterring the organization from its mission.
According to the Holder report, ___________ provides a powerful tool for creating an incentive for behavior.
compensation
The "Integrity Helpline" at Uber is suggested for
employees issuing a complaint.
A nonprofit leader should be willing to do all of the following except
focus on program planning more than financial planning.
not-for-profit organizations
groups that do not pursue profit as a goal; they engage in charitable, educational, humanitarian, cultural, professional, or other activities, often with a social purpose
Leaders should keep loose in a crisis. This means
have more than one strategy and keep taking in new information
Suggested methods used to increase diversity include the following actions EXCEPT ______ .
have only human resource staff do the initial applicant screen.
Which phrase completes the sentence, "When someone truly apologizes, we know he/she is putting ___ and ___ above personal comfort.
honesty; honor
Epperhart's article on important ways to empower others
https://wealthbuilders.org/blog/2016/07/08/3-important-ways-leaders-empower-others/ Foster Communication—many businesses (both big and small) have an environment of top-down communication. A leader makes a decision and the employees follow through. There is typically not a direct line of communication between the executive leadership of a company and the employees. So, change that. Give employees a structured way to have input. Utilize a survey, host an informal meeting, or use the old "comment box" idea. Whatever structure you choose, make sure they know their opinion matters and you value them even if you do not use their opinion in making decisions. When a person feels heard and understood, they will take more ownership in their work. Model Respect—many leaders do not model respect to their employees. They issue commands and expect employees to just make it happen. Employees might fear getting fired and follow the commands, but fear is not respect. Model respect to your employees and they will show you respect back. One easy way to show respect to your employees is with your body language. Be sure you make eye contact with them and smile. Avoid looking at your phone or computer when they are talking. Give them complete attention. With respect you can get others to follow you, and getting people to follow you (and your vision) is a key to good business! When a person feels respected at work, they will happily do more than is expected. Delegate Tasks—some leaders won't delegate tasks because they are afraid that they will lose control. Others delegate but worry that mistakes may be made. It is possible to delegate tasks without losing control or allowing mistakes to be made. The easiest way to delegate is to find an employee who has the skill set needed for the task. Then, allow them the room to do the task and report back to you. Having them give you updates on the task will allow you the opportunity to keep control and help if a mistake is being made. Delegation brings freedom and empowerment to both the leader and the employees. Proficient employees will grow weary running to the boss for every decision that needs to be made. So, delegate some tasks to your employees. Delegation engages employees and allows them a chance to grow and face new challenges. With delegation, the employees will get a sense that their manager trusts them and that will encourage employees to become high contributors to the business.
How and why leaders should apologize
https://www.forbes.com/sites/erikaandersen/2012/06/05/courageous-leaders-dont-make-excuses-they-apologize/#41860e1d4ef8 Key things to do include: Accept responsibility Show that you have learned and will behave differently in the future Demonstrate that you can be trusted Key things to avoid include: Being defensive or blaming others Making mistakes that violate people's trust Stop experimenting
How do leaders empower others - notes on Tony Hsieh of Zappos (George)
https://www.huffpost.com/entry/are-you-an-empowering-lea_b_8250680 Tony Hsieh focuses on relationships first and business second. In good times and bad, Hsieh's communications are authentic, funny, and informal. He speaks directly and personally to his colleagues. As Hsieh says "if you get the culture right, most of the other stuff...will just happen naturally." Hsieh reflects traits of an "empowering leader." These leaders have discovered that helping people find purpose delivers superior results than forcing subordinates to be loyal followers. By giving others the latitude to lead, they expand their own potential impact.
Greenwashing
is when more time and money is spent on making a business look environmentally friendly than they actually are. It is a form of deceit.
According to the article, "The 3 Most Important Ways..", leaders empower others by
modeling respect, fostering communication, and delegating tasks.
One challenge of a nonprofit is to stay true to their organization mission. In regard to their mission, It is critical for nonprofit leaders to
say no to items that are not critical to the mission.
According to our readings, a key reason that businesses care about the environment is
they will be ready for future regulations.
What are the four universal needs that followers have of leaders?
trust, compassion, stability and hope 1-My leadership has a clear plan of action. This has been difficult for leadership to do because it is such a unique situation. Employers have gone from not being able to hire enough workers to having to furlough those they have in a month's time. Only 39% of employees strongly agree their leadership has been able to do this. 2-I feel well-prepared to do my job. Jobs are changing - like you are by going to school online. Interestingly, Gallup found that more than half of employees (54%) feel they are adapting to the mass disruption. 3-My supervisor keeps me informed about what is going on. We all like transparency, even when the news isn't good. 4-My organization cares about my well-being. This generally involves career, social, financial, community, and physical well-being. That's a lot to ask of leadership but many people feel their leadership does care about their full well-being.
People don't buy what you do, they buy ___
why you do it.
