ALIGN http://www.thealignteam.org A consulting firm that provides a variety of planning, consulting, training, organizational development services and business services to government, business and nonprofit organizations that help people grow and produce measurable outcomes. Western States Learning Corporation, doing business as Align, provides organizational development services that will help your organization in many ways. You will find our aproach to working with your organization is One goal. One team. Wed, 22 Feb 2012 18:20:50 +0000 en hourly 1 http://wordpress.org/?v=3.1.3 Focus on People: Fun at Work ?! http://www.thealignteam.org/focus-on-people-fun-at-work/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-people-fun-at-work http://www.thealignteam.org/focus-on-people-fun-at-work/#comments Wed, 22 Feb 2012 18:19:48 +0000 alignuser http://www.thealignteam.org/?p=790 Continue reading →]]> One of the many challenges that face employers is how to pass on their own passion for the work to their employees. Sometimes it seems like you can barely keep them showing up for work in the morning, let alone stick around long enough to develop any kind of loyalty or enthusiasm for the job at hand.

Sometimes finding ways to share fun will catch the attention of someone at the right time in the right place and provide the jump start needed to really engage. Whether it is a serious team building activity; or simpler activities — what Align calls “fun-with-a-purpose;” or just occasionally letting your hair down, finding ways to bring laughter and camaraderie to the workplace breaks down barriers and strengthens relationships. A strong, committed workforce creates synergy and contributes to company loyalty. Enjoy a little fun with your staff and reap the benefits.



]]> http://www.thealignteam.org/focus-on-people-fun-at-work/feed/ 0 Focus on Leadership: “Who Are You and What Are You Doing Here?” http://www.thealignteam.org/focus-on-leadership-%e2%80%9cwho-are-you-and-what-are-you-doing-here%e2%80%9d/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-leadership-%25e2%2580%259cwho-are-you-and-what-are-you-doing-here%25e2%2580%259d http://www.thealignteam.org/focus-on-leadership-%e2%80%9cwho-are-you-and-what-are-you-doing-here%e2%80%9d/#comments Wed, 22 Feb 2012 18:17:03 +0000 alignuser http://www.thealignteam.org/?p=786 Continue reading →]]> I can’t remember who first told me the story of the rabbi walking home at night, deep in thought. He inadvertently overshot his home and ended up near an army camp. A centurion challenged him, “Who are you and what are you doing here?” Like many a person, I’ve adopted that phrase — that pair of questions — as something to ask myself on a regular basis.

Good leaders know the answers. They know their personal code of ethics and values. And they know both why they value the work they do for the organization in which they do it; and of what value that work is to the organization and the people it serves.

This is a good self-assignment for early in 2012 – answer the question, “Who are you and what are you doing here?”

]]> http://www.thealignteam.org/focus-on-leadership-%e2%80%9cwho-are-you-and-what-are-you-doing-here%e2%80%9d/feed/ 0 Leadership: It Takes Practice, But Learning to Say “Not Now” is Critical to Your Success – Part III http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-iii/?utm_source=rss&utm_medium=rss&utm_campaign=leadership-it-takes-practice-but-learning-to-say-%25e2%2580%259cnot-now%25e2%2580%259d-is-critical-to-your-success-%25e2%2580%2593-part-iii http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-iii/#comments Wed, 28 Dec 2011 18:03:56 +0000 alignuser http://www.thealignteam.org/?p=762 Continue reading →]]> The past two editions of the Angle have reminded chief executives that saying ‘not now’ is important for themselves and for the organization. To wrap up the series, here are tips that recap what we’ve said.

·         Have a strategic plan and have the items on the plan in priority order.
·         Know approximately how many hours over what amount of time (days, weeks, months or years) it will take to accomplish each initiative.
·         Keep yourself focused on the highest priorities.
·         Keep your board focused on the highest priorities.

·         When the board asks you to accomplish something that is not in your strategic plan, remind them you’ll need to find the resources, including time, to accomplish the requested action.

  • ·         If the add-on initiative fits with the overall goals of the organization, ask who on the board or from the community can help.
    •      o   If no one volunteers, ask if you can look at your schedule for accomplishing the strategic goals and get back to them with a realistic plan for adding this latest idea.

 

]]> http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-iii/feed/ 0 It Takes Practice, But Learning to Say “Not Now” is Critcal to Your Success — Part II http://www.thealignteam.org/it-takes-practice-but-learning-to-say-not-now-is-critcal-to-your-success-part-ii/?utm_source=rss&utm_medium=rss&utm_campaign=it-takes-practice-but-learning-to-say-not-now-is-critcal-to-your-success-part-ii http://www.thealignteam.org/it-takes-practice-but-learning-to-say-not-now-is-critcal-to-your-success-part-ii/#comments Wed, 28 Dec 2011 17:52:24 +0000 alignuser http://www.thealignteam.org/?p=757 Continue reading →]]> As we pointed out a couple weeks ago in the Angle, “Not now” is a much better message for a chief executive to give themselves and their boards than is ‘no.’ This is especially the case when the message is “Not now because we have higher priorities. And, chief executives, to make sure you’re accomplishing all you and the board wants you to, remember:

«  Use your time wisely.
«  Manage your energy by having a plan and sticking to it.
«  Renew your energy by planning ahead for time off – and then taking it!

]]> http://www.thealignteam.org/it-takes-practice-but-learning-to-say-not-now-is-critcal-to-your-success-part-ii/feed/ 0 Leadership: It Takes Practice, But Learning to Say “Not Now” is Critical to Your Success – Part I http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-i/?utm_source=rss&utm_medium=rss&utm_campaign=leadership-it-takes-practice-but-learning-to-say-%25e2%2580%259cnot-now%25e2%2580%259d-is-critical-to-your-success-%25e2%2580%2593-part-i http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-i/#comments Mon, 21 Nov 2011 17:23:51 +0000 alignuser http://www.thealignteam.org/?p=752 Continue reading →]]> The most common concern expressed by chief executives at organizations with a small number of staff is, “I just don’t have time to do it all!” And yet they feel that to say ‘no’ to the board of directors is a nail in the coffin of their careers. So they work 80 hours each week and still can’t satisfy a board that thinks the executive can somehow manufacture time. 

Of course, chief executives are expected to work an average of 60 hours each week. If that doesn’t fit your lifestyle, then being the person in charge of it all is not for you. But even with the expectation that you’ll work many hours, you can help your board understand that you really can’t do it all – at least not all at one time. In our next two editions, we’ll give you some practical suggestions on how to say ‘not now’ to your board and to yourself.

]]> http://www.thealignteam.org/leadership-it-takes-practice-but-learning-to-say-%e2%80%9cnot-now%e2%80%9d-is-critical-to-your-success-%e2%80%93-part-i/feed/ 0 Focus on People and Leadership: Effective Training is the Responsibility of the Chief Executive http://www.thealignteam.org/focus-on-people-and-leadership-effective-training-is-the-responsibility-of-the-chief-executive/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-people-and-leadership-effective-training-is-the-responsibility-of-the-chief-executive http://www.thealignteam.org/focus-on-people-and-leadership-effective-training-is-the-responsibility-of-the-chief-executive/#comments Mon, 24 Oct 2011 14:36:11 +0000 alignuser http://www.thealignteam.org/?p=746 Continue reading →]]> An executive was recently lamenting the time and money his company had spent during the past year for employee training.   He asserted that the solution could be in web-based training rather than bringing someone into the business.  I listened for several minutes and then he sighed and said to me:  “I know your company does a lot of training as well as consulting, so I suppose you think we ought to keep on doing what we’re doing.”   I replied:  “Frankly, no.  You will be wasting time and money no matter what format you choose for training.”  He blinked then stared at me with surprise.  I went on to explain that until and unless he becomes actively involved in the professional development of employees, it will always be a waste of time.

This is not to say that an executive should be involved in each employee’s individual development plan. Those details are better managed by supervisors and human resource staff (if you’re fortunate enough to have those positions on your staff).  However, in order for there to be a return on investment for training, it is essential that top leadership support, encourage and advocate employees’ professional growth.   That includes soliciting and attending to feedback from employees after they’ve participated in training. 

 Webinars are not the solution for getting value out of training programs any more than all training being conducted on site is the sole answer.  Regardless of the format, the primary ingredient for successful employee development is executive commitment.

]]> http://www.thealignteam.org/focus-on-people-and-leadership-effective-training-is-the-responsibility-of-the-chief-executive/feed/ 0 Focus on Process: The Allegory of the Ham http://www.thealignteam.org/focus-on-process-the-allegory-of-the-ham/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-process-the-allegory-of-the-ham http://www.thealignteam.org/focus-on-process-the-allegory-of-the-ham/#comments Wed, 05 Oct 2011 21:12:10 +0000 alignuser http://www.thealignteam.org/?p=730 Continue reading →]]> When is the last time you questioned how or why you do something in a particular way?  Is it still necessary to follow a 16-step process in order to get a package mailed when you can now buy one-price boxes from the post office?  Does it make sense to file documents by date when eventually you’re going to pull them all back together and combine data into a single summary report?

At Align we like to use the story about cutting off the ends of the ham to illustrate the need to take a fresh look at tried-and-true procedures.  A young girl is learning how to cook from her mother.  She says, “Mom, why do you always cut off the ends of the ham before you bake it?” Mom says, “I’ve always done it that way.  It’s how your grandmother taught me.”  So the young girl asks, “Grandma, why do you always cut off the ends of the ham before you put it in the oven?”  Grandma says, “Because the ham is too big for my roaster.  I cut off the ends so that it will fit in the pan.”

As you are training someone new to your organization, it’s the perfect time to listen to his or her questions and be thinking about the allegory of the ham.  She may ask you a direct “why” question, but even if she doesn’t, looking at the process through her fresh eyes can have the same effect and get you started identifying and implementing process improvements.  Involve your staff when you can, and share with them the story so they can look for more ways to stop “cutting off the ends of the ham.”

]]> http://www.thealignteam.org/focus-on-process-the-allegory-of-the-ham/feed/ 0 Focus on Strategy: What Does Your Future Look Like? http://www.thealignteam.org/focus-on-strategy-what-does-your-future-look-like/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-strategy-what-does-your-future-look-like http://www.thealignteam.org/focus-on-strategy-what-does-your-future-look-like/#comments Tue, 13 Sep 2011 17:07:56 +0000 alignuser http://www.thealignteam.org/?p=720 Continue reading →]]> In today’s economy, that can be a difficult question to answer.  Funds are tight, people are nervous and things are moving along, but slowly.  However, in order to rise out of the clutter of the great recession, organizations must have a vision for the future.  “Yes,” you say, “we have a vision statement.”  But is it just a statement; or does it rise to the level of  a significant vision of the future?  Does it simply hang on the wall; or does it answer some basic questions for employees and communities that are unsure of everything right now?  What are you trying to create?  What business are you in?  What will the world look like when you are successful?  Why are you doing what you are doing? 

Vision builds a specific picture of the future that people can see themselves in and believe in.  It builds morale and dedication to the organization, moving staff beyond just having a job. 

So we’ll ask you again: what does your future look like?

]]> http://www.thealignteam.org/focus-on-strategy-what-does-your-future-look-like/feed/ 0 Focus on Process: Using the “5 Whys” to Get to the Root of the Problem http://www.thealignteam.org/focus-on-process-using-the-5-whys-to-get-to-the-root-of-the-problem/?utm_source=rss&utm_medium=rss&utm_campaign=focus-on-process-using-the-5-whys-to-get-to-the-root-of-the-problem http://www.thealignteam.org/focus-on-process-using-the-5-whys-to-get-to-the-root-of-the-problem/#comments Thu, 18 Aug 2011 16:22:11 +0000 alignuser http://www.thealignteam.org/?p=684 Continue reading →]]> Sometimes we can seem to keep making the same mistakes over and over again even when tweaks and changes are made to processes. When this happens, it can mean we are not getting to the root cause of the problem.

The process of asking “Why?” five times, developed by Sakichi Toyoda, is an important part of the Toyota Production System and is used in Kaizen, lean and Six Sigma. It basically says that when you encounter a problem, ask why repeatedly until a root cause is found. For example:

• The problem: Delivery of finished product to client is late.

o Why? – The product was not packaged until after the due date.

o Why? – The special packing materials were not available before the due date.

o Why? – The packaging materials were not ordered in time for delivery.

o Why? – The packaging team did not receive packing specifications in time.

o Why? – The production team did not have a task item set to notify the packaging team.

The process doesn’t always have to have five steps; sometimes more or fewer steps are needed. The important thing is to keep going until a root cause is found. When using this method, keep a focus on where the processes fail and don’t get caught up on answers that are outside of your control.

]]> http://www.thealignteam.org/focus-on-process-using-the-5-whys-to-get-to-the-root-of-the-problem/feed/ 0 Focus on People: Get Creative About Motivation http://www.thealignteam.org/people-get-creative-about-motivation/?utm_source=rss&utm_medium=rss&utm_campaign=people-get-creative-about-motivation http://www.thealignteam.org/people-get-creative-about-motivation/#comments Thu, 04 Aug 2011 19:47:20 +0000 alignuser http://www.thealignteam.org/?p=664 Continue reading →]]> Over the past three years, there is not an organization that hasn’t made some painful cost-cutting changes in salaries, bonuses, retirement benefits, health insurance benefits, or staff size. And, even if the economists are right and we are pulling out of the Great Recession, employers know all too well that the “happy days” are not yet here again.  In the meantime, finding ways to say “thank you” to employees has to remain a high priority. 

One answer may be in changing office hours.  Closing early on Fridays can give everyone an additional hour or two of paid non-work time each week.  Obviously customer needs drive business hours, but if you’re not in the retail sector, a little research may surprise you with how little client or customer contact occurs late Friday afternoons.

When more money isn’t a realistic answer, what could you do for your great staff?

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