Clarifying Intent

A very important aspect in the art of convening is defining the desired result or intention of the meeting. This step is necessary because if a leader does not fully consider the intention of a meeting, the intentions can be confusing or conflicting.

The biggest challenge conveners face when trying to define their intent is doubt. Doubt can manifest itself in the form of fear.

It is important for a convener to be fearless when examining their intentions and to consider how those intentions align with who she is by asking the following questions:

• What are my intentions? 
• Are they in line with who I am? 
• How will we relate to one another? 

By clarifying intentions, meeting leaders identify motives or desires that might distract them or others from the primary goal. It takes patience, but conveners should try to look past their immediate conclusions and try to examine their deepest intent.

Armed with the knowledge of their true intentions, conveners will have confidence and energy to pursue the next steps toward authentic engagement. One good way for meeting leaders to do this is to sit down and write for at least 30 minutes.

They should first ask themselves, "Who am I and what am I doing right now?" Then, they should take that self-knowledge into consideration while writing down an intention for their next meeting or gathering.

This article is based on the book "The Art of Convening." The book summary is available online at Business Book Summaries.

The Need for Effective Execution

The failure to execute is a common problem among healthcare organizations. The barriers to effective execution are well understood and include an incredibly complex healthcare system, splintered leadership, strategies that vacillate between financial goals and patient care, and a lack of external pressure strong enough to force change.

However, external pressures that will eventually force change in the system continue to build. Unsustainable cost growth and uneven quality of care cannot continue.

In the face of a rapidly changing business environment, many progressive healthcare delivery organizations are now seeking a path to become "high-performance" health systems. A high-performance health system can be defined as one that helps everyone lead longer, healthier, and more productive lives.

To achieve such a system, four core goals must be met:

• Access to care for all 
• Safe, high-quality care 
• Efficient, high-value care 
• Continuous innovation and improvement 

To achieve this status, many healthcare organizations will have to change dramatically to become true "health systems," instead of facilities that focus on curing the sick. Finding more efficient ways to reduce purchasing and operating costs will be required.

Meeting marketplace and regulatory demands will also be factors in transforming the organizations. Healthcare organizations that can develop and effectively execute their plans will thrive, while those that cannot will struggle and eventually be absorbed by more effective competitors.

The systems that support the effective execution of strategy are well known and practiced by many of America's more successful corporations spanning various industries and sectors. These systems can be used to successfully manage healthcare delivery organizations as well.

Four key components lead to effective execution:

• Developing a focused strategic plan. 
• Applying contemporary business methods of execution. 
• Leading individuals and the organization for effective change. 
• Achieving an integrated system for execution.

This article is based on the book 'Make It Happen.' The book summary is available online at Business Book Summaries.

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The Power of Search Engines, Contextual Advertising, and Online Communities

Given the advent of the Internet, transforming customer relationships into an online community is more important than ever before. Digital tools are enabling businesses and individuals to develop powerful brands.

When a person uses an online search engine, the results are a mélange of corporate content, blog postings, and customer reviews. All the results appear to have equal weight and importance, creating a level playing field for content creators.

In this environment, traditional mass media advertising and communications become ineffective. This is fundamentally changing business, how people communicate, and how people buy.

By using digital tools, companies can build awareness and beat the competition. One of the goals is to help businesses produce valuable online content and become their own media channels.

One way to begin is through contextual advertising: an organization buys a targeted keyword from an Internet search engine and when a user searches with that keyword, the company's ad appears in the results.

The power of contextual advertising is twofold:
1) it appears when a prospect is in search mode and
2) the company only pays for the advertisement if the user clicks on it.

Most companies do not have a strong enough presence in search engines, leaving opportunities behind for competitors. Every business and entrepreneur should have their own unique digital footprint, defined by the first page of search results that appear in a search engine.

This article is based on the book "Six Pixels of Separation." The book summary is available online at Business Book Summaries.

A Company to Admire

By the end of 2007, Toyota was the dominant automobile company in the world. Far more profitable than its major American competitors, Toyota had been continuously profitable for almost 50 years, a record that rivaled that of any global 1000 firm and was unheard of in manufacturing industries.

Toyota's record for building quality products and achieving high levels of customer satisfaction drove its growth and profitability. Its customer loyalty was the best in the industry.

Toyota has changed the way a large portion of the world thinks about quality and how to continuously improve any process. Toyota set new standards for operational excellence by revolutionizing manufacturing, process engineering, and quality.

These standards have become the goal for companies in many industries, although few companies implement these concepts to the extent that Toyota has. Companies from various business sectors spend billions of dollars to understand, learn from, and replicate the Toyota model.

To fully understand what happened at Toyota from 2008-2010, it is critical to first study Toyota's history. Toyota was originally a Japanese manufacturer of looms, which started in the 1800s.

In the early 1930s, the company expanded into other sectors of manufacturing. By 1937, Toyota's automobile manufacturing division had already become the center of Toyota's business.

During the start-up of the automobile manufacturing business, company leaders laid out an operating philosophy and introduced new concepts about quality and inventory management, including processes to eliminate mistakes and implement just-in-time inventory. The company realized that, to maintain a commitment to catching and fixing problems and operating inventory with a just-in-time approach, it required a systematic process to solving problems throughout the company.

Through the years this problem-solving process evolved to today's version, called the Toyota Business Practices, which entails the following steps:

Plan
* The process begins with a statement of the problem, including the gap between the actual and ideal conditions.
* This gap is then broken down into the most important problems that can be acted upon.
* These specific sub-problems are then analyzed by asking "why?" until the root cause is found.
* Alternative solutions and countermeasures are then identified and evaluated.
* The best solution is chosen, based on what is currently known.

Do
* The chosen solution is implemented on a trial basis.

Check
* The results and impact of the trial implementation are monitored.

Act
* Adjustments are made based on the results, the new processes are standardized and disseminated throughout the organization with further adjustments being made until the gap is eliminated and the next challenge identified.


The Toyota Business Practices (TBP) broadly applies the problem-solving philosophy to the entire enterprise. Toyota believes that this problem-solving process is essential to leadership and requires all of its leaders to become masters of the process.

As demonstrated by its remarkably consistent growth and profitability, Toyota has built a culture that constantly renews its commitment to excellence and to its core principles, instilling those principles and passion into each new generation of employees and leaders. The combination of production processes, TBP, and its culture (collectively known as The Toyota Way) became the competitive advantage that allowed Toyota to become a successful manufacturer in Asia and eventually in the U.S.

This article is based on the book "Toyota Under Fire." The book summary is available online at Business Book Summaries.

YES! Space

In the unpredictable art of improv, actors walk onstage without scripts, props, or costumes. They take cues from audience members as they provide ideas for characters, subject matter, and plot.

While members of the audience believe that improv troupes must rely on countless tricks and skills, improvisers apply concrete guidelines that allow them to create impressive, often unbelievable solutions to the unpredictable scenarios in which they find themselves onstage. By studying and implementing the same guidelines employed by improvisers, managers and employees can begin to establish a network of trust in their workplaces.

Yes! Space is an improvisational concept that refers to members of a troupe committing to a performance by first saying "yes." Yes! Space consists of three parts: say yes, put the critic on hold, and make it public.

1. Say yes. Saying the word "yes" is foundational in establishing a collaborative atmosphere and trusting space; additionally, it brings the speaker into a world of possibilities. Positivity feels unnatural to humans, who must exert a concerted effort to avoid reacting negatively to situations.

Several studies reaffirm how positive attitudes result in higher levels of trust and stronger relationships, which in the workplace end in higher productivity and sales. Hough references appreciative inquiry, the notion that by focusing on what they are doing right, companies can grow their strongest business practices.

Saying "yes" means the speaker is open to exploring a possibility, which results in employees understanding that all of their ideas are valued and will be considered. An important side effect of this is that it makes employees themselves feel valued.

Improvisers believe that it is critical to acknowledge ideas, fellow actors, and audience members with "yes;" rejecting ideas would result in a dead-end improvisation. Saying "yes" also necessitates that the troupe work as a team.

In trainings, hearing "yes" in response to ideas shows employees, especially those reluctant to participate, that they are valued and that they will not be ignored or judged. Creating a safe environment by responding with "yes" fosters participation, employee confidence, and idea-sharing, all of which contribute to a more collaborative, productive workplace.

2. Put the critic on hold. The second step in creating Yes! Space is encouraging people to silence the critic in their minds. Saying "no" is a natural defense mechanism that causes people to reject ideas that push their boundaries.

However, the habit of reacting with "no" stifles creativity, innovation, and productivity. Workplace training and academia teach the importance of critical thinking; unfortunately, the intense focus on identifying problems results in a propensity to reject ideas, often hampering participation and collaboration.

Instead of jumping to critical conclusions, good listeners acknowledge that it is more productive to fully listen and critique later, providing more time for reflection and fostering confidence and trust in the speaker.  Readers should react differently next time they feel the instinct to respond with negative words like "no," "but," and "however" and negative contractions like "can't" or "won't."

Replacing these negative words with expressions such as "Help me understand" prove to be much more useful in encouraging collaboration and productivity. While it may sound simple, adjusting one's language can be quite difficult because it first requires adapting one's mindset.

3. Make it public. All people are capable of creating Yes! Space within themselves by reaffirming ideas with positive thoughts, accepting surprises openly, and silencing internal critics. However, Yes! Space is a fundamentally collaborative experience and the positive exchanges translate to an open, accepting, productive organization.

Employees who work in organizations that value Yes! Space feel valued because they know their leaders and colleagues acknowledge and consider their ideas. Furthermore, the positive reinforcement they receive when they contribute encourages them to continue to contribute in the future.

Importantly, Yes! Space is contagious. The more participants demonstrate the powers of positivity, the more employees witness the benefits and demonstrate the concept's application to others.

Hough stresses the importance of leading by example when creating Yes! Space in the workplace and asks readers to consider their attitudes at work and to increase the frequency of rewarding ideas with praise. Managers can effect positive change—including better retention and higher revenue—simply by saying yes, putting the critic on hold, and making it public.

To apply Yes! Space behaviors at work, employees can:

• Practice positive reactions to ideas, for example, "Yes. Great idea. Please tell me more."
• Remain present in conversations and resist judging an idea while still listening to the speaker share it.
• Praise good work, share excellent work with colleagues, and share superior work with higher-ups.

This article was based on the book "The Improvisation Edge." The book summary is available online at Business Book Summaries.

Networking Basics

The core element of networking is doing for others. No one wants to form a relationship with someone who is only looking to benefit themselves.

The key is to build a network of people before any favors are needed. Networking is not selling, asking for a job, soliciting a donation, or securing funding.

It is referring a service, suggesting a restaurant, picking up a neighbor's mail, answering an email, returning a phone call, bringing a cup of soup to a sick friend, or joining a non-profit board. Networking is an activity, hence the "ing."

It requires active participation to be effective. The goal is to find a group of people who want to see each other succeed, both professionally and personally.

They share knowledge, ideas and are willing to lend a hand. It is all about building the relationships before one needs them. After that, asking for help takes only a phone call.

Everyone gets more done with less effort.

Marketing, Networking, and Selling are interdependent upon each other; without the other two, one is less productive.

Marketing educates the target market and creates awareness.

Networking connects people who can solve problems for each other.

Selling fills a need.

This powerful trio works when all the pieces are played in order. It may be tempting to skip a step or two to get directly to the desired end result, the sale.

This leads to one feeling like they are being sold. It is much easier when the target market is already aware of the services being offered and has received a referral from a trusted source.

By the time the client gets to the buy stage, the due diligence period is over and the decision is made. No hard selling required.

Networking is often confused with schmoozing. Schmoozers are superficial and are only looking for how quickly they can benefit.

Typically they are only heard from when they need something. Networking is relationship based and is mutually beneficial.

While it need not be constant, when the need arises the connection is there. Time is precious and tough decisions are required.

Make time for those:

• who make time for you
• who leave you feeling positive, energized and worthy
• who offer value
• from whom you can derive benefits

Send anyone who falls outside these areas to the acquaintance network. While they are not completely brushed-off, they do not deserve the time and energy required for those within the true network.

This article is based on the book "The Networking Survival Guide." The book summary is available online at Business Book Summaries.