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Fall 2006 Newsletter (Newsletter Archives)     Download Adobe Acrobat Version

Update From Eileen

Psychologist Carl Jung used the term synchronicity to explain what happens when a series of unexpected events and/or people converge in your life at just the right time. I happen to think that sometimes synchronicity is nothing short of miraculous. I just shake my head in amazement and think, “what are the odds?”

What are the odds that I find, via a Steve Waterhouse, a book designer by the name of Whitney Campbell? (It’s a Campbell tartan that forms the backdrop of my web site.)

What are the odds that Whitney loves the book so much she offers her services FREE in exchange for 100 copies when printed?

What are the odds that Jeff Saltz sends me to look at the artwork from Heron Dance and this not-for-profit organization grants me the right to use its original paintings throughout the book in exchange for a donation?

What are the odds that so many very busy professionals would take the time to read the manuscript and endorse it?

Thanks to all these angels, Take a Hike: Footnotes for Walking Through Life (with four-color art throughout) is being born within the next two months. Best of all, the lessons gleaned from backpacking are resonating at both professional and personal levels.

W hat are the odds you’d like to have copies for yourself, friends, and family? Drop me an e-mail (mcdargh@aol.com) and let me know how many copies to reserve for you. We’ll add you to our list of angels J

Something to think about—

• If God wanted me to touch my toes, he would have put them on my knees.
• It's not hard to meet expenses. They're everywhere.
• If all is not lost, where is it?
• It's hard to make a comeback when you haven't been anywhere.
• It was all so different before everything changed.

Gratefully,

NEWS FLASH!!!!!!

Executive Excellence Magazine just released its 2006 list of top firms for leadership development.  McDargh Communications ranked in the top 20 Independent Consulting Firms. We're thrilled because heading that list are folks like Marshall Goldsmith, Tom Peters, and Marcus Buckingham!

Recommended Reading

Welcome to the McDargh Clan!

• Cisco Systems IT Worldwide
• FritoLay
• Northern California Club Managers Association
• P&G Clinical Worldwide Community

For those who asked about more frequent ENERGIZERS —

The challenge with writing is this: it is a singular task. I can’t give it away. So, I have a compromise for those who asked for more of THE ENERGIZER newsletter. My goal would be to write in it three times a week. The “reality” is that I am LUCKY if I can write even once a week! But you can get it directly in your e-mail via RSS feed visit my web. Everything is archived. And look for ideas and information viamy Plain Talk Blog— (www.eileenmcdargh.com/blog)

Leadership Secrets for Great Meetings

Ineffective and poorly-run meetings serve as one of the top talent and time wasters. Bill Jensen, a brilliant consultant and author of Simpler Work, says that meetings are NOT downloads. Rather, every meeting should answer these three questions: (1) what do people need to know; (2) why is this important, (3) what are they to do at the end of the meeting.

Figure out what is the specific outcome of the meeting and start with that as the written objective. Give your meeting a name that even states the “objective”. Next, ask yourself who has the greatest information or talent and should be at the meeting.

Figure the personnel cost for the meeting. For example, if an employee has an average annual salary of $50,000, the per hour cost for that one person is $96 per hour. (This includes salary plus benefits and general company overhead).

You can extrapolate other salary costs from this base. Here are other tips to make this meeting move from average to great:

1. Put a specific time frame on the meeting and start on time.

If people show up late, create some fun—but telling— response for tardiness.

In one organization, the latecomer has to sing to everyone. In another, the latecomer buys cokes for everyone.

In another, the latecomer is given a scarlet “L” on a tent card. In Saturn Automotive plant meetings, if the door is closed, you are late and an alarm rings if you try to enter.

2. Develop good facilitation skills and make sure everyone participates and is heard.
3. Summarize questions, outcomes, actions. Summarize frequently.
4. Have the names of who should attend on the agenda which is sent out at least 48 hours in advance.
5. Create a “parking lot” notebook. If an issue is brought up that is not on the agenda but might be addressed at another time, write it down so it can be tackled.
6. Consider a stand-up meeting. To move people through quickly, have no chairs in the meeting room. It’s amazing how quickly people can get work done when there is no place to sit.
7. At the end of the meeting, and as a way of staying focused and practicing continuous improvement of meeting management, tell the group the personnel cost of the meeting and if the money could have been spent more wisely in another format?
8. Make sure a summary of the meeting is sent to the participants along with any action items or next steps, a due date, and the person or group to which they are assigned.
9. To break a meeting routine, you might consider beginning by asking people to come prepared to tell the group about some person whom they want to acknowledge for outstanding service. Starting off by highlighting positive performance—particularly of unsung employees—is a powerful gesture.
10. Don’t forget to say thank you. Time is the only true non-renewable, irreplaceable resource.

When people give you their time, they gave you a piece of their lives.

Employee Engagement Energizes the Bottom Line

ISR, an employee research and consulting firm, recently released results of a global study of 664,000 employees. The data showed a remarkable correlation between an engaged workforce and a company’s bottom line. The most striking find is the almost 52 percent gap in operating incomes between companies with highly engaged employees and companies whose employees have low engagement scores. High-engagement companies improved 19.2 percent while low-engagement companies DECLINED 32.7 percent in operating income during the same survey period. The study also demonstrated a 27.8 percent improvement in EPS (earnings per share) growth, while less engaged companies reported an 11.2 percent decline. I can hear your question now: So, what constitutes engagement? Glad you asked. Here are some of the components for engagement: clear understanding of a company’s mission and goals; worthwhile work; good relationships with colleagues throughout the organization; an atmosphere of trust; clear career pathing and training; work/life balance programs; fairness of pay; and challenging work.

How would YOUR organization rate for engagement?

Mission Statement

Energizing The Human Spirit Since 1980

Our mission is to transform the life of work and the work of your life.

We work with and speak for organizations that want people to create meaningful relationships with all their stakeholders and to develop a resilient leadership capacity for living a life of balance, engagement, productivity, and meaning in a changing world. We value laughter, life-long learning, and leadership through service.