I love to read Charles S. Lauer's columns in Modern Healthcare. In his May 14, 2007 column he wrote: For anyone in professional life, looking the part is still important. People take a well-dressed professional more seriously. You need to wear clothes that fit you and give you an air and look of competence and knowledge.

He continues: Remember that you are representing an organization and its services when you are at work or out in the world. You need to look the part. And you don't dress for yourself. The people you do business with need reassurance; they need to know that you are dependable, know your business and have integrity.

It goes beyond dress. You don't address someone on a first-name basis until you are asked to do so. You don't share personal anecdotes or off-the-wall humor until you know whom you are talking to. You act like a gentleman or a lady, observing basic politeness.

He reminds us: You also need to listen, really listen, to what others have to say. You need to learn how to hear out others before launching into your own spiel.

He emphasizes: Always remember to follow up on things. Fulfilling your promises and making your word count are critical to being a human being.

Finally, Lauer says, remember the human touch. You need to actually talk to people, face to face if at all possible, by phone if necessary. You need eye contact with people to gauge how they are reacting.

There is an article in the Fall 2008  issue of MWorld, The Journal of  the American Management Association by Scott Glatstein titled: Why Strategies Fail: Bridging the Gap Between Thinkers and Doers. The article starts out by saying: “The belief is: strategy is developed by the thinkers, typically senior executives with lots of experience and impressive track records. Execution is driven by the doers, basically everyone else in the organization charged with making things actually happen in the marketplace.”

The article continues: “Thinkers tend to talk about doing things. They debate strategic options with other senior leaders, and, ultimately, set the overall direction for the organization as a whole or t heir particular division or function. They spend comparatively little time worrying about t he implementation of their strategies in the marketplace. Execution is what they used to do when they were young up-and-comers but now they have people to do that for them—the doers.

“Doers are the ones who put points on the board. While thinkers coach enthusiastically from the sidelines, doers work directly with customers. Doers design, build, and deliver products and services. Doers resolve problems when things don't go as planned. Ultimately, it's the doers who drive the organization's success in the marketplace.”

Therein lies the imbalance. Glatstein says, “Regardless, many organizations seem more enamored with thinkers than doers. In these companies, the road to the top is often paved with successful strategic presentations. Their best and brightest quickly learn that talking about doing things will get them promoted faster than actually doing things. In these environments, successful doers may rise up but it's the thinkers who get the really big jobs, often by impressing senior managers will really cool business strategies that showcase their intellectual prowess."

The consequences point to the failure of business strategies due to poor marketplace execution. The disconnect between vision an implementation, according to Glatstein, comes from these four points:

§         The strategy fails to recognize the limitations of the existing organization.

§         Employees don't know how the strategy applies to their daily work.

§         The organization's business systems or processes can't support the strategy.

§         Performance metrics and rewards are not aligned with the strategy.

Glatstein's solution: Something called Strategy Activation^{®, “}a business process designed to focus simultaneously on all the key factors necessary in creating successful corporate strategy execution programs: marketplace offerings, people, processes, and tools. … It takes what an organization wants to do and defines how it is going to do it. It ensures that the promise made to the marketplace is driven by every employee across every customer touchpoint every day.”

"When we grant ourselves the emotional permission to live the life we want, there is little in the world that can stop us." -- Marianne Williamson

In an article titled "Hard times drive some mean bosses over edge," written by Eve Tahmincioglu and posted on MSNBC.com  on August 5, 2008, it says "As joblessness creeps higher, some  employers abuse growing power. ... Many workplace experts believe tough economic times and the constant drumbeat to do more with fewer people may be driving managers over to the dark side." This inclues being "snarky" about granting sick leave or holiday pay, making employee reviews more negative than usual (to justify firing as opposed to laying off), and forcing employees to do the owrk of two or more people without getting additional compensation.

The article points to: "More than one-third of American workers feeling pressure to keep working for a bad boss because of the sputtering economy, according to a recent survey from Lake Research. ... Because of that, employers have a  greater sense of impunity."

The article continues: "The last thing a manager  needs is to have a disgruntled and unprodutive work force, but that is just what happens when a  manager rides  people too hard. Sandy Gluckman, author of Who's in the Driver's  Seat: Using the Spirit to Lead Successfully" is quoted as saying "When (bosses) are mean, their teams do not deliver great results, so they become more fearful. The more fearful they get, the more their ego takes control and the meaner they get. The meaner they get, the more the team shuts down and the less they are able to perform.

Executive  search expert Goormastic advises, "The managers who are going to do well in this environemnt are those who handle stress well (and utlize stress management tools). ... The people that become successful leaders are those who can stay calm and cool under fire."

The article advises: "For workers who are unlucky enough to have a stressed-out and mean boss, they can approach their manager and talk to him or her about their behavior. Sometimes people don't realize how their actions are hruing those around them. However, this may backfire and should be done diplomatically, privately, and when work isn't "crazy". If the (boss's) behavior starts to border on abusive, it is advised to go over the boss's head. Another option is to say good bye: Your mental health sometimes has to trump financial health."

There was an article in the September 7, 2008 edition of The Philadelphia Inquirer titled “The down side of downsizing” by Joe Bel Bruno, Associated Press. The article quotes Michael Gibbs, a professor of economics and human resources at the University of Chicago as saying, “You need to be cautious and go slowly because every slowdown ends.”

Gibbs continues, “Cutting jobs is a quick way to cut cost—including salaries and benefits but layoffs by themselves can be expensive because many companies pay for severance and outplacement services. Layoffs also hurt morale and productivity if remaining employees feel the layoffs were handled badly. A company with unhappy workers may end up limiting its revenue  growth as well.”

The article states, “Laying off skilled workers also can leave companies in  a bind once the business climate gets back to normal. Having to hire and train new workers can put a business at a competitive disadvantage.”

I have a colleague who gave me a great quote. I'm not sure if it's original or not, but think about the concept: “Business happens at the speed of thought”.

Kate Millfloss is a character in the play Krazy Kamp. She wants to be a Broadway star but takes a detour. She contracts poison ivy and sings about it in “Poison Ivy Blues.” She emerges triumphant in her song “Broadway Baby” with the entire cast supporting her.

This column is dedicated to Kate and all of us who are on a journey, be it personal, professional, or both. I thank Onward Education's The Pathfinder for giving me a voice.

One of my favorite columnists is Charles S. Lauer, who writes for Modern Healthcare. When the magazine hits my mailbox, I open it immediately and turn to his column. In the August 18 issue, he writes about the challenges of blending the generations at work.

Lauer starts out by saying, “They are ‘the millennials,' the latest cadre of twentysomethings, but different than any who came before. Workplaces are struggling to adapt to these you people's wired ways, unconventional attire, flippant conversation and need for constant interaction with social peers.”

He goes on to say, Some baby boomers are micomanaging young people who prefer to work autonomously. Others demand verbal conversations with young people who seem to prefer “texting.”

My sixteen-year-old daughter can bag groceries and text at the same time. I guess she is a millennial.

Seth Godin is a marketing guru. He is the author of the Purple Cow.

Imagine my surprise when I found this item on his blog. I think he is trying to set realistic expectations.

“New startups can spend hundreds of thousands of dollars racing after a dream: a giant splash on launch. Just imagine... a big spread in Time Magazine, a feature on all the relevant blogs, a glowing review in the Book Review. Get this part right and everything else takes care of itself.

And yet. Here are some brands that had no launch at all: Starbucks, Apple, Nike, Harry Potter, Google, William Morris, The DaVinci Code, Wikipedia, Snapple, Geico, Linux, Firefox and yes, Microsoft. (All got plenty of PR, but after the launch, sometimes a lot later).

I'm as guilty as the next entrepreneur. Great publicity is a treasured gift. But it's hardly necessary, and the search for it is often a significant distraction. It works for movies, in fact, it's essentially required for movies. But for just about every product, service or company, the relentless quest for media validation doesn't really pay. If you get it, congratulations. If you don't, that's just fine. But don't break the bank or your timetable in the quest.”

There are at least 10 elements that most businesses pay attention to in order to be successful. They include: Market control, alliance and partnering skills, local responsiveness, business-to-business marketing, product and process innovation, superb information management abilities, supportive organizational structures, nurturing and cultivation of human resources, excellence in logistics management, and ability to source and manage finances.

From there, organizations can choose a number of models in which to develop their market position. I have studied three of these models: Customization, Innovation, and Cost Minimization.

The customization strategy has to do with differentiation in each market, concentrating on core strengths and customer satisfaction. Market research is key. The innovation strategy puts products and process innovation first. Whereas the cost minimization strategy, especially in retail, focuses on logistics as a driver for cost minimization.

I think it's important for organizations to define their strategic orientation. If an organization does a good job of executing its strategic orientation, it becomes part of the organization's reputation. Is your organization a customizer, innovator, cost minimizer, or something entirely different?

I had the opportunity to attend the James Arthur Ray seminar in Harmonic Wealth in Philadelphia on September 10.  Ray is a very charismatic speaker and I found the following to be valuable.

He said “fate favors the bold.” He talked about the law of expansion—that time does not unfold in a linear fashion, resulting in our thinking we have to “increment” along. Rather, he says, under the law of expansion, which oscillates, rotates, and has rhythm, we have to become “big” enough to embrace it. He said everything outside of us is a reflection of us and that what we do is not as important as how we do it. He talked about how energy flows when attention goes and he warned against the “energy vampires”.

Ray's five pillars of Harmonic Wealth include financial, relationships (with self and others), mental (including intellect and emotion), physical (the physical body and the physical tangibles, i.e., house, etc.), and spiritual (which, according to Ray in intangible). He asked the audience of approximately 450 folks to record their 1-year, 3-year, and 5-year intentions along these five lines.

Ray then said that in order to be successful, intentions must become attentions. He acknowledged some of the obstacles: fear of failure, fear of the unknown, not feeling worthy of success. He talked about the positive power of inspiration and the negative power of unresolved emotional issues, which he called “minimized” programs that “eat” away energy. He talked about the “observer” effect, where you only get what you are looking for (and may miss what's really there/possible).

Then he pushed hard for audience participants to sign up for his “Harmonic Wealth” retreats. And he was disappointed in those of us who weren't standing in line with our credit cards in hand to sign up for the three scheduled events in Las Vegas, New York Metro, and San Diego. Yes the initial seminar was free. And Ray offered a sweet “two-for-one” deal plus educational materials to those willing to sign up for the retreats at the end of the seminar. Those who did sign up will probably change their lives in ways no one could have imagined. And those who did not sign up may change their lives in ways no one could have imagined with the knowledge that was imparted before the sales pitch.

Women Don't Ask: Linda Babcock and Sara Laschever, 2007, Bantam Books.

Ask for it: Linda Babcok and Sara Laschever, 2008, Bantam Books.

Overcoming the Superwoman Syndrome:  Edited by Linda Ellis Eastman, 2007, Professional Woman Publishing.

Women's Survival Guide for Overcoming Obstacles, Transition & Change, Edited by Linda Ellis Eastman, 2007, Professional Woman Publishing.

Good in a Room, Stephanie Palmer, 2008, Doubleday.

Basic Black, Cathie Black, 2007, Crown Publishing Group.

The Three Signs of a Miserable Job, Patrick Lencioni, 2007, Jossey-Bass.

The Gift of Change, Marianne Williamson, 2004, HarperCollins.

The Art of Racing in the Rain, Garth Stein, 2008, Bright White Light, LLC. (As described from a dog's point of view.)

 As a marketing communications professional, I am always interested in how organizations effectively or ineffectively handle internal and/or external communications. In an article by Barbara Krasner of Lucent and AT&T, posted on the globalmarketer.com in April of 2007, the question, Does Size Matter? is posed, followed by A Blueprint for Small Marketing Teams to Achieve Big Results. Krasner shares a new perspective regarding resourcing levels. She says “Resourcing levels don't always keep pace with our needs and wants for a number of reasons—including visibility, support, and pure economics. But we have options we can consider that expand what we do have, options that reflect our reality.” Krasner's program team consists of three dedicated people who have been able to influence billions of dollars in sales and helped to close significant revenue for the company. She achieved these results by having a flexible infrastructure that could scale and change as business needs changed. By guiding the marketing program with a strong, strategic vision and communicating its value to the organization, here is Krasner's four-part blueprint for bringing resources to the marketing program.

• Build a support structure with strong pillars, a core strength and a core set of capabilities.

• Expand your support with a network of passionate volunteers and cultivate program advocates. Be sure to recognize all contributors and make the program relevant to that person and his/her job. Bring the nay-sayers into the fold.

• Call attention to your structure. Promote, promote, promote. And be enthusiastic.

• Create boundaries but open the door to others. This means keeping a focus on your goals but remaining open and flexible on how you do it.

And finally, outsource to augment your staff, count the web as one of your resources, and build bridges to link your program to other initiatives.

There is a great article in the September issue of GQ by Cecil Donahue that starts off with, “Coming soon to an office near you, the most terrifying corporate plague imaginable: consultants! Start preparing now, or they will suck the lifeblood out of your organization and leave nothing but corpses in their wake.”

He goes on to say, “Everybody has his own set of indicators to determine when the economy has officially gone into the crapper. … And working stiffs like me keep an eye on T&E budgets, hiring freezes, zero percent raises…and the sudden appearance o f impeccably groomed strangers, with ultrathin tablet PCs, decamped in the conference room alongside the entire executive management team.”

He continues: “I know a thing or two about the consulting racket because I once was the guy running the scam. …Without being too obvious about it, our job was to make the client's staff look inept. How else were we going to justify our value? Or our fees?” He lasted one year and learned that it's no fun having a job that he couldn't easily explain to a 4-year-old.

He summarizes: “Of course, consultants aren't really the enemy. They're just mercenaries hired by your bosses to ferret out wasteful practices or to suggest improvements.”

I found the following reference in “Layoffs move up ladder to middle management,” by Eve Tahmincioglu, MSNBC, August 25, 2008. It's good advice for all.

Janet Banks, a former top executive who worked for some of the biggest banks in the financial sector oversaw more layoffs than she'd like to remember. Banks co-authored a Harvard Business Review article that's published in the just released September issue titled: “How to Protect Your Job in a Recession.” In it, she provides her observations of middle management layoffs and why some supervisors were able to survive.

“I had to go through seven rounds of cuts at one company and I had to make the final decisions on who stayed and who would go,” she explains.  “What I learned is that you can't control what people are going to do but you can control how you're going to be perceived.”

Her decision to write the article, and in essence open up her layoff diary, came after a friend who was in her fifties and was fearful of layoffs asked how she could protect her job. Banks wrote a long email to her friend detailing what she'd seen in her career and that became the germ of the article.

One of the key characteristics of a manager that tended not to get cut, she says, was that they remained upbeat and never acted like it was the end of the world.

“The ability to have a positive attitude is critical as opposed to a person that's so fearful that they take everyone in the downward spiral with them,” she notes. “You're in good shape if you can project positive energy, and look at what is most relevant in terms of the work at hand.”

Another big plus is being flexible, she stresses.

During a downturn in the business cycle, she maintains, priorities of a business can change dramatically. That means you have to be ready to shift gears and look beyond the goals you set during up times.

“Forget about your pet project that was funded months ago. No one cares about it anymore,” she says. Even though there may be a lot of panic and confusion in the air, a good manager will take time to figure out where the priorities have shifted and get on board fast.

Middle managers that think they are high and mighty  could  also end up being shown the door. Banks says nothing will irk the higher ups more if you act like certain jobs or tasks are beneath you, especially if the person that handled those things was downsized and there's no one left to do them.

For example, Banks says she always gave kudos to “those people who could move in and out of more high profile work and also wouldn't mind or pout about having to work overtime collating booklets. It was the no-job-is-too-big-or-small approach.”

There's also a lot to be said about humor and making yourself lovable!

Banks and her co-author Diane Coutu, a fellow at the American Psychiatric Institute and a Review senior editor, are not suggesting that managers “morph into Jerry Seinfeld,” they write. “Being congenial and fun isn't about bringing down the house. Just don't be the guy who's always in a bad mood, reminding colleagues how vulnerable everyone is. Who wants to be in the trenches with him?”

It's all about having the right people on your side during the downsizing war.

Executives making the difficult decisions to lay off workers and managers are in need of help themselves. “Try to help the leader defend your department,” the authors write. “If the boss is working on a restructuring plan and asks for ideas, offer some realistic solutions.”

A manager should also have the ability to “unite and inspire” those around them, Banks maintains, including their own supervisors.

Banks pointed to Michael Kradas, a former middle manager she supervised at FleetBoston Financial during layoffs there, as an example of a manager that did this well. The authors refer to him as Isaac in the article.

“In the face of low morale, the head of human resources asked Isaac, a learning and development VP, to help revive people's spirits, improve communications, and stir up some fun. Isaac quickly pulled together a small team of volunteers and created a live radio show that engaged even the most cynical members of the organization. "It included a soap opera that kept staff at all levels laughing and waiting for the next episode. The show gave executives a unique platform to share information such as quarterly financial results and changes in the organization's structure. It did so much to improve morale that as a result Isaac landed the job he wanted — head of management and leadership development for the company.”

Kradas, aka Isaac, is now working as director of training for a non-profit college tuition company called American Student Assistance. I asked him how he was able to keep a positive attitude and actually end up inspiring the people around him.

“There really was no grand plan,” he admits. “If you're willing to be laid off your chances of being laid off decrease because you gain a certain sense of confidence,” he explains. “I saw a lot of good people self-destruct and crack under the pressure during layoff.”

If you only concentrate on protecting your job, he adds, you'll be out of touch with what's happening around you. “People want flexibility and a positive attitude during layoffs,” he stresses. “It's what this crazy world demands.”