Individualism versus Teamwork

Posted on October 14, 2015December 29, 2021 by TimBryce

BRYCE ON MANAGEMENT
– Does your Lodge operate as a team or as a group of individuals?

INTRODUCTION

As you travel around corporate America these days, you hear a lot about “teams”; that groups, departments or whole divisions are trying to behave more as a team as opposed to a group of individuals. Its the latest catch phrase du jour. I guess someone finally figured out the power of teamwork. Then again, how much of this represents sincere effort? My corporate contacts tell me its mostly facade. They contend they get some nifty new corporate shirts and some great pep talks, but aside from this, little else. As much as corporations tout the need for teamwork, most still encourage rugged individualism.

There is more to creating a team than simply saying you are one. New shirts and axioms are nice, but in order for this to work, people have to think and act as a team. In other words, success hinges on it becoming a natural part of the corporate culture.

CORPORATE CULTURE

Teachers, coaches, and drill instructors have long understood the value of teamwork. The intent is to turn a heterogeneous working environment into a homogeneous environment whereby everyone is working in a concerted effort towards common goals. However, do corporate managers truly understand teamwork? Not necessarily. Many still create competitive environments in the hope the strongest person will rise to the surface. Teamwork is more about cooperation than it is about competition.

This brings up an important point: Teamwork is taught. It means developing a disciplined work environment where the participants must conform to a specific set of rules. Inevitably, it means breaking some work habits and creating new ones. This can be painful, yet necessary if you want to achieve the desired results. Basically, you are teaching people how to live and work together as opposed to apart.

In the United States there is more of a natural inclination to teach individualism as opposed to teamwork; perhaps this is because we are a nation based on freedoms. For example, our public school systems have minimal dress and hair codes; each student is allowed to look and dress as they personally see fit, many with some very questionable taste. This is permitted as it is believed the individual must be allowed to freely express him/herself. This may be fine, but it certainly does not promote a spirit of teamwork. Compare it to other countries, such as Japan, where students are required to wear school uniforms and are given group assignments, such as the preparation and cleanup of their daily lunch. In Japan, students are taught the value of cooperation at an early age which has the added benefit of improving their socialization skills.

As mentioned, teamwork requires the establishment of a working environment conducive to teamwork. It doesn’t happen simply by making some platitudinous statements. A manager must do more, much more; some suggestions:

1. First and foremost: Lead. All teams need a leader who can articulate goals and give direction. The team must trust and believe in its leader. Without such confidence, the team will not likely follow the leader, particularly in times of difficulty. The leader should also be wary of leading by democratic rule. Soliciting input is one thing, as is having assistants, but there can only be one ultimate leader to guide the team.

2. Institute uniform operating practices that everyone will be expected to conform to, such as operating hours of work, dress code, office appearance, speech and conduct, etc. Such uniformity stresses the equality of the workers. As another suggestion, downplay job titles and put more emphasis on work assignments instead. Job titles tend to emphasize a person’s stature in a company and can be disruptive in terms of equality.

3. Establish standard practices for executing work assignments, thereby everyone is following the same methods, and using the same tools and techniques in their work effort. This improves communications, provides for the interchangeability of workers, and promotes the development of quality work products.

4. Make sure everyone knows their responsibilities and assignments and understands their importance. Nobody wants to be regarded as the weakest link and, as such, the manager must be able to communicate their importance and carefully balance the workload. Yes, there will be those workers who will undoubtedly excel over others, but teamwork is a group effort. If a weaker worker needs additional training, either give it to him/her or replace the person.

5. Routinely check progress. Whenever applicable, keep statistics on both team and individual performance. However, it is not important to publish such stats. It is important for the leader to know the team’s strengths and weaknesses, but it is nobody else’s business.

6. Be on the lookout for conflicts in working relationships. Some people will simply not get along and it is up to the manager to referee such conflicts. Either have the people work out their differences, keep them apart, or rid yourself of them. You want harmony, not contention, on your team.

7. Allow time for the team to meet and discuss issues as a group. This keeps everyone in tune with common goals, problems, and the team’s general progress. It also allows the team to socialize and form a camaraderie (a bonding of unity).

8. Recognize individual achievement but reward on a team basis as opposed to an individual basis.

CONCLUSION

Are we really trying to promote teamwork or is this nothing more than the latest corporate fad that is being implemented more for public relations than anything else? Let’s hope for the former and not the latter. Teamwork is a powerful concept, particularly when there is anything of substance to be done.

Read: Two Schools of Masonic Thought: Part 1-Collectivism & Two Schools of Masonic Thought: Part 2-Individualism

Shrewd managers intuitively understand the need for teamwork. Let me give you an example from the world of entertainment. Jack Benny, the famous comedian of yesteryear had a great appreciation for teamwork. His radio and television shows were consistently at the top of the rating charts for a number of years. When asked what his secret to success was, Benny simply said teamwork. To Jack, it wasn’t important that he personally got the best lines and laughs week after week. In fact, he was often the butt of many of the jokes. Instead, he made sure his cast, guests, and writers all received the accolades they deserved. It was more important to Benny that people said they had tuned into “The Show” as opposed to tuning in to see “Jack Benny.” He was right.

I realize there are instances in business when it becomes necessary to exercise individualism, but these are becoming a rarity. Instead companies can find greater glory as a team as opposed to a group of individuals.

“Individual glory is insignificant when compared to achieving victory as a team.”
– Dot Richardson, M.D.
U.S. Olympic Softball Team
Two time Gold Medal Champions

“There is more to building a team than buying new uniforms.” – Bryce’s Law

Related article:
“Understanding Corporate Culture” – 9/17/2012

Originally published: June 12, 2006

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

Tim Bryce is a writer and the Managing Director of M&JB Investment Company (M&JB) of Palm Harbor, Florida and has over 30 years of experience in the management consulting field. He can be reached at timb001@phmainstreet.com

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

THE SECRET OF HAPPINESS (a short story)

Posted on September 23, 2015December 29, 2021 by TimBryce

BRYCE ON LIFE
Can it be expressed as a calculation?

It had been three years since Joshua Steivenson’s father passed away, yet the son was still cleaning out his father’s belongings. The old wooden house in Buffalo, New York was built in the 1930’s. Years ago, the cellar included an ancient coal furnace and chute, typical for the time. His father, Millard, converted it to a gas furnace a few decades ago in order to develop a clean and quiet place to study. His mother, who still maintained the house, encouraged Joshua to clean up his father’s belongings as she did not want to deal with it anymore. Everything in the cellar was tidy, which is uncharacteristic of a mathematician, but his voluminous books and notes filled shelf after shelf. Joshua had cleaned up the attic and his father’s closets upstairs, but it was now the cellar’s turn for attention. He had looked forward to pouring through his father’s notes, as he remembered the amount of effort and detail the elder devoted to them.

Millard Steivenson was a well known mathematician who had worked at the old Westinghouse plant years ago. His calculations were primarily used in manufacturing and design, earning him accolades not just from his employer, but with other mathematicians through his research papers. Joshua had followed in his father’s footsteps by also becoming a mathematician. As he grew up, father and son spent numerous hours arguing over formulas and equations; it was tremendous mental gymnastics, something both enjoyed immensely. Now that his father was gone, Joshua was eager to look through the elder’s body of work.

Millard’s notes were maintained in meticulous chronological order, in three ring binders, representing over sixty years worth of logic. This made it particularly interesting to study and watch his father’s work evolve over time. A lot of it consisted of simple formulas for use in product design, but now and then, he would try to explain concepts in physics which were often submitted to a mathematics union where papers were printed in journals and arguments presented, both pro and con. The father’s work was frequently featured in these journals.

Day after day, Joshua absorbed the journals, often going late into the evening. He remembered some of his father’s early work, but most of the pages included unfamiliar formulas and algorithms. Analyzing each computation, Joshua began to understand his expressions without having to review the accompanying notes. It all made sense to him. Then, in a binder from December 1965 he happened upon a section marked, “The Secret of Happiness,” consisting of a rather lengthy equation describing in mathematical terms how a person can discover his own personal happiness. This piqued Joshua’s interest as he didn’t recall his father discussing this concept and thought it a rather odd subject for a mathematician to pursue.

Joshua poured through the extensive formula carefully. At the heart of his father’s argument was the identification of a person’s purpose in life, both personal and professional, plus the motivation to achieve them, thus resulting in joy through fulfillment. By doing so, a person could elevate their personal self esteem through their chosen vocation and find happiness. Also included was mathematical language describing how to overcome adversity, to teach morality by discerning right from wrong, and the necessity to subdue passions, such as anger, greed and lust. It was all rather extensive. Basically, the formula was intended to unlock a person’s inner self. More importantly, Joshua couldn’t find anything wrong in the logic. It appeared everything was properly defined and interconnected. The son was rather impressed and began to quietly chuckle knowing of no other attempt to write such a formula. However, why had his father kept it a secret for so many years?

Following the formula, there were several accompanying notes, including reviews of the work. Years ago, his father had submitted a paper regarding the formula to the mathematics union. However, it was rejected out of hand with some rather sharp critiques with the contention, “You cannot synthesize human emotion.” Joshua was surprised by the open rebuff, particularly after analyzing the formula carefully. The critics even went so far as to publicly ridicule him, which may explain why his father stopped working on it. As Joshua read through the criticisms, he became angry as it became rather obvious few of the respondents had actually read the formula. The last note written by his father on the subject was a short footnote which appeared to be added many years afterwards; it simply read, “Joshua, when you are ready,” and was circled in red ink. This surprised Joshua who interpreted it as a request from his father to pursue the formula again.

As it was late, Joshua went to sleep thinking about both the formula and the criticisms of it. The logic was perfect, yet people didn’t seem to grasp the significance of it fifty years ago. What about today? What about today?…

The next morning, Joshua decided to resubmit the formula to the mathematics union for their consideration. He included an introductory letter, and updated his father’s supporting notes. One short week later, his documents were returned by the union with a strong letter condemning the work. “We are well familiar with your father’s work in this regard. As we notified him years ago, we do not consider this a viable formula. Trying to calculate human emotion is pure folly. Please do not waste our time again. Sincerely…”

Joshua was surprised the formula was dismissed out of hand so quickly. Perhaps too quickly. Obviously they didn’t study it in detail as the logic was flawless. He was particularly perturbed by their skepticism.

The refutation did not deter Joshua. As he was also well versed in computer programming, he decided to write an “app” for the formula suitable to be used in smart phones, tablets and computers. He expended considerable time coding the formula into the program. Special touch screen technology was added to simplify the use of the program. To do so, a person would simply need to press and hold his/her finger on the app logo whereby a screen was displayed showing the person’s hidden desires. This was done by accessing the person’s central nervous system through the finger where the logical and emotional spheres of the brain were read and scrutinized. The analysis judged the person’s intellectual and emotional stability, frustrations, along with wants and desires. From this, it would visually display the person’s preferences for happiness and offered viable alternatives for achieving them. Basically, it was offering a blueprint for the person’s next stage in life.

Joshua tested the program thoroughly on himself and was surprised to discover he should be making adjustments in his own life; suggestions he immediately understood and embraced. After making the last few technical adjustments, he uploaded the app to the various Internet app stores for free public download under the name, “The Secret of Happiness.” After he uploaded it, he called it a night and went to bed.

The next morning, he checked on the app counter and found 325 people had downloaded it overnight and more were continuing to do so before his eyes. When checking his e-mail queue, he discovered several messages praising him for the app and how it already was changing people’s lives for the better. Day after day, Joshua watched as hundreds of people downloaded the app, then thousands, then tens of thousands, there was no stopping it as it went viral in the first week. News reporters took notice and began contacting Joshua for interviews. Many had used it themselves and became fans well before they asked their first question. This resulted in an avalanche of publicity and “The Secret of Happiness” became the darling of the press. The requests for interviews and correspondence overwhelmed Joshua, so much so, he started to shy away from reading his email.

Then one day, a letter arrived in the mail from the mathematics union requesting a personal interview with Joshua regarding the formula. This surprised him after receiving the terse letter earlier. The tone of the letter was less antagonistic, so he agreed to meet with the union.

Joshua appeared in the union’s offices at the arranged time, dressed in suit and tie. As he waited to be announced, he looked around the office. The building was massive and very well equipped and decorated. It appeared the union didn’t suffer financially, but he wondered how it was paid for; this certainly couldn’t be based on just equations and formulas.

A receptionist led him into an opulent board room with a beautiful table, chairs, and state-of-the-art multimedia screens on the walls. Several officials greeted him, seven in all, and asked him to take a seat. All were much older than Joshua and were dressed as authoritative figures. Their demeanor was serious, giving Joshua the uneasy feeling this was going to be more of an inquisition than a casual interview.

“Mr, Steivenson,” the Chairman began, “We have asked you here to discuss the app you introduced using your father’s formula for happiness. As you know, we have reviewed the formula, both recently and years ago, and found it unacceptable as a means of defining happiness through mathematical language. In fact, we believe it to be reckless on your part to release this to the public as an app.”

“Sir,” Joshua responded, “There is nothing compelling people to use the app. It also comes with a warning that it can only be used on a voluntary basis. So far, I have received no complaints, only compliments from the public, that it is helping them realize their potential and improve their quality of life.”

“We’re well aware of that,” the Chairman continued, “and that’s part of what disturbs us; we’ve tried it ourselves and could not see how it works on any of us here. It didn’t impact us, so we thought this was nothing but a scam or placebo, and are willing to go to the press in order to get you to retract your claims of its effectiveness. We do not wish to see the public suffer.”

“Suffer?” Joshua said, “Hardly. I have testimonials from hundreds, if not thousands of people from all over the world who have described the positive impact the app and the formula has had in influencing their lives positively. The formula does, in fact, work, but only for those who want to believe happiness can be attained in their lifetime. In your case, I knew you would not accept it, so I added a ‘skeptic’ function to my father’s formula, whereby it will not work with people such as yourselves who do not possess an open mind.”

“You mean…”

“Yes, in order for it to work, you must either believe in the formula or are willing to give it an honest try. Since your minds have already been made up, regardless of how ridiculous your arguments are, you will never be able to use it and, as such, will never realize how it can help you with your lives.”

“That’s preposterous,” the Chairman exclaimed, “You cannot use math to deduce skepticism.”

“Really?” Joshua said smugly, “You also said that about my father’s happiness formula and I now have millions of people who have a new outlook on life thanks to it. You do not believe simply because you do not WANT to believe, and that is sad. It is hard to make progress when the people in charge invent irrational egotistical roadblocks. Sometimes you have to do an end-run to get something done. Good day, gentlemen.”

Joshua rose from his chair and turned to exit. Before he could leave though, the Chairman said strongly, “Young man, you have no idea who you are dealing with; no idea whatsoever. You better be careful.” Joshua didn’t like the sabre rattling but chalked it up to old men in their dotage, and he departed.

Following the meeting, Joshua returned home and to an adoring public who thanked him many times over for helping them rebuild their lives and pointing them in the right direction. The app was so infectious, the mood of the country began to change. A wild spirit of entrepreneurship and prosperity blanketed the nation consisting of new companies offering new products and services, all built or delivered with a high sense of craftsmanship. Consequently, the Gross Domestic Product began to rise, money was generated for the people and taxes; so much so, the federal debt was arrested and actually began to retreat. People no longer resisted going to work, but openly welcomed it instead. Grades in schools substantially improved, and education was made meaningful again. Crime rates declined radically, as did unemployment, and spending on welfare. America awoke from the doldrums to once again become a leader in industry. The rest of the world started reporting similar successes as well.

Then, one day, a computer virus was quietly introduced to the world over the Internet, some claimed it originated from China but nobody knew for sure. It was designed to seek out and destroy Joshua’s “Happiness” app and the virus circled the globe like wild fire deleting it from all machines. In just five short days, it had completely eradicated the app, including Joshua’s machine containing the source code for the program. It was gone, all gone, and the public’s attitudes began to shift back to complacency as before the app was introduced.

Joshua could not understand who or why anyone would want to destroy the app. He began to investigate the virus by capturing and dissecting the code embedded within it. Inside he found some interesting clues consisting of mathematical formulas and expressions leading him to believe he had been sabotaged by the mathematics union. Infuriated, he rushed to the union building and demanded an audience with the Chairman, and surprisingly, it was granted.

Although he felt his blood boil, he stopped to take a breath and regain his composure before entering the Chairman’s office. He desperately did not want to express panic under pressure and maintain a cool demeanor.

As he entered the office, the Chairman greeted him, “Good afternoon Mr. Steivenson, I have been expecting you.”

“You have?” asked Joshua.

“When we heard your app was the target of a virus, we knew you would blame us.”

“And I suppose you are going to claim ignorance on the matter?” Joshua asked.

The chairman came out from behind his desk and sat down next to Joshua. In a calm and fatherly voice, he said, “No, Joshua, we had nothing do do with it. At our last meeting, I tried to warn you that you had no idea who you were dealing with, and to a certain extent, neither does our own organization. We are the eyes and ears for various government agencies around the world, who happen to fund our work, something we are paid well for.”

He continued, “I will admit I opposed your father’s formula at first, but I finally overcame my skepticism which allowed me to work with your app. Frankly, I was amazed how well it understood me and recommended changes in my life which I have embraced. Believe me, you wouldn’t have gotten into this building if I didn’t believe the app worked. I apologize for not believing in your work and not encouraging you to pursue it, but I was directed to discourage you and let the matter drop, as your father did years ago.”

“Why was that?”

“Joshua, ask yourself the question; what government would want its citizens to be truly happy? You’ve already seen some of the effects your app has had on our country, that we were becoming a vibrant society again, one that began to challenge the status quo and change the political landscape. That is more than any politician can stand. They want apathetic voters and people with a low confidence level, thereby making them more inclined to accept government control. I honestly do not know which country produced the virus, it could have been America, China, Russia or many others, it doesn’t matter, it was inevitable. They simply do not want the citizens to rise beyond their control. Your app was a very real threat to them, so I am not surprised. I know this isn’t much solace, but I’m honestly sorry about all this. I had no idea it would go this far.”

Joshua slouched in his chair. He realized he was defeated. To pursue his dream meant doing combat with the governments of the world, very much a losing proposition.

Days after his meeting, Joshua returned to his father’s cellar and organized his notes in another three-ring binder. Included was a printed copy of the app’s source code which Joshua had printed prior to his computer being attacked, along with schematics and other documentation explaining the program’s logic.

Before closing the binder for the last time, he took out a red pen and wrote on the last page, “For my son, when you are ready.” He then swept the cellar, made sure it was as tidy as his father had kept it, and turned off the lights.

NOTE: This is a work of fiction. Any similarity between the characters in this story and any real person, living or dead, is not intentional and purely coincidental.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

Why Oldsters are Mean

Posted on September 18, 2015December 29, 2021 by TimBryce

BRYCE ON SENIORS
– And, No, we’re not like this all the time.

There is a general stereotype of senior citizens in this country whereby they are commonly described as either mean, cantankerous, grumpy, crotchety, irritable, impatient, sour, aloof or acerbic. There are reasons for this, most of which are caused by changing physical conditions. Allow me to explain.

As youngsters, it wasn’t uncommon for us to run around and bump into things, thereby causing a cut or scrape, but as we get older we seem to develop a magnetic attraction for bumping into things or stubbing our toes, resulting in a massive bruise the size of Peru. This is probably due to the blood thinners doctors prescribe to prevent strokes and heart attacks.

We also tend to suffer from a litany of body aches in our muscles and skeleton. It is not uncommon for lower back pain to develop or arthritis to take its toll on us, causing us to make an Advil milkshake after working in the yard. Want to really scare a senior? Just sneak up behind them and shout, “Shingles!” Weight also plays a role in our pains as we find it difficult to shed the pounds like we could in our youth. As a standard rule, if you cannot fit into a seat on an airplane, maybe its time to cut out the country fried steak and gravy.

While we’re on it, isn’t it amazing the plethora of pills doctors prescribe for seniors? Some people are required to take handfuls of pills just to make it through the day. After a while you start to think of yourself as a walking chemistry experiment. No, seniors do not want to do as the drug commercial’s suggest and, “Ask your doctor.”

It is not uncommon to develop hearing problems, due in large part to the head-banging loud music we listened to in our youth (thanks Led Zeppelin). We then start to wear hearing aids which we try to cleverly hide behind our hair or under a hat. Without them, we smile a lot, nod our heads, and pretend to know what people are saying around us.

In terms of eyesight, we may have had Lasik surgery to overcome cataracts and astigmatism, but we still find it difficult to read small fonts, particularly when working crossword puzzles. Cheater eyeglasses are helpful to avoid squinting, but you always keep a magnifying glass within reach.

Hair is important to both sexes. For men, as we start to lose it on our heads, it starts growing where it is not supposed to, such as ears, eyebrows, noses, and, Yes, elsewhere. Women become very concerned with the color of their hair. Some have noticed people treat them differently based on their color. A gray or silver haired woman is treated differently by the public than if they were a blonde, brunette, or redhead. Not surprising, they develop strong attachments to their beauticians.

Then there is the matter of peeing. In our younger days, we could sleep through the night regardless of the amount of beer or wine we drank. Not anymore. Now it is common to get up once, twice, even three times at night to relieve ourselves. Of course, it doesn’t help when we continue to get a drink of water or juice in the middle of the night. Some people are gluttons for punishment. Sleep deprivation obviously affects our mood.

These physical nuances play on the nerves of older people, but there are other elements which affect their temperament; for example:

We begin to notice we are becoming forgetful. Suddenly the names of old friends are hard to remember, as is remembering the titles of books, movies and music. House and car keys seem to mysteriously disappear and are found in unlikely places, such as the bathroom, a sock drawer, refrigerator, between the cracks in a sofa, or even worse, the ignition of a car. It is not uncommon for people to become unglued when they cannot find their keys, their wallet, or their purse.

As you get older you sense you are being taken for granted and, even worse, being targeted for various scams by robo-callers from Asia and Africa. “No, my computer is just fine,” I tell them, “and, No, I do not want to give you my social security number or bank account number so you can deposit a bazillion dollars into it. Get lost!”

These scams are very disturbing as smooth talking con artists find a way to prey on the innocent. Even when you demand they take you off of their calling list, they do not.

Want a fun way to get rid of such parasites? Use a foreign accent; the stranger the better. I like to use a heavy Swedish accent when I talk to such huckleberries. When I get such a call, I put down the phone and start speaking loudly,

Ya Ma, de man on de phone here says ve have a problem with our computer; that it has a bug and is infected, Ya. Jumpin Jiminy what are ve going to do? Ya Ma, you’re a right. Here, you hold the computer and I’ll spray it with de bug juice. Wow, dat was a close one.

By the time I return to the phone, the caller is long gone.

Finally, seniors suffer with the anxiety of change. Even the slightest thing seems to set them off, particularly if you alter the time they eat dinner. They believe they have a sense of humor, but do not comprehend the humor, music, fashion or movies of the day, considering all of it vulgar. Technology often pushes them over the edge. It’s a bit disconcerting for them to rely on their three year old grandson to program the television set or show them how to use a smart phone. Keep in mind, as we grow older we become more set in our ways; we know what works and what doesn’t, and any departure from this, large or small, throws us for a loop.

The next time you find a senior is a little mean or cantankerous, you now know what is causing them to act as such. Their only solace is knowing the next generation will have to follow in their footsteps and face the same problems. Misery loves company.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

9-11 REMEMBERED

Posted on September 11, 2015December 29, 2021 by TimBryce

BRYCE ON LIFE

– Today’s high school seniors were just four at the time.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

There have been a handful of epochal events over the years where someone might ask, “Where were you when this or that happened?” For example, Pearl Harbor, the JFK assassination, the Beatles on Ed Sullivan, Neal Armstrong setting foot on the moon, and the Challenger disaster. Of course, the most recent event to Americans was the 9-11 terrorist attack in 2001. As for me, I was in my office early on that Tuesday morning and my cleaning crew was in taking care of the office. In the reception area, I had a television turned on and tuned to the local news. As I was typing on my computer, one of the cleaning crew came into my office very excited and said, “Tim, come out here and look at this; they’ve attacked the Twin Towers in New York.” I rushed out and watched the north tower burning and listened to newscasters hustling to get on top of the story. Then, after a few minutes, a second plane crashed into the south tower. We couldn’t believe our eyes. This was compounded later by air attacks on the Pentagon in Washington, DC, and another plane crashing in western Pennsylvania.

President Bush was visiting an elementary school just south of us in Sarasota where a news crew captured the president’s reaction to news of the disaster. The visit was cut short and he left with a brief statement informing the people present what had occurred and, if memory serves me right, he asked for a moment of silent prayer. This disaster would ultimately define the president’s tenure of office.

Conspiracy theorists would later claim the disaster was an “inside job” caused by the administration. I have listened to these stories time and again, and cannot find any validity in them. Nonetheless, on that day, 9-11, 2,996 people perished including the 19 terrorists involved, the greatest single day loss in our history, easily outdistancing Pearl Harbor where 2,403 Americans were killed and 1,178 others wounded. In the New York disaster, the city lost 343 firefighters and paramedics, and 60 law enforcement personnel. Companies in the North Tower lost hundreds of employees each. It was truly a sad day.

Read:

It has now been 14 years since the attack, and the disaster is already fading from the memories of our young people. Consider this, today’s high school seniors were but four years old at the time and, as such, have no real recollection of the disaster. I may understand them not remembering Pearl Harbor, an event which occurred over 70 years ago, but they should be reminded of the significance of 9-11 and its effect on the 21st century.

Although America was mildly aware of Middle East terrorists before, this disaster brought it home to the nation and defined our foreign policy for years to come. Today, just about everyone is familiar with the names of al-Qaeda, Muslim Brotherhood, and ISIS. New words have entered our vocabulary, such as burka, Jihad (Holy war), Fatwas (binding religious edicts), Mosque (Islamic place of worship), suicide bombers, IEDs (Improvised Explosive Devices), caliphate (Islamic government) and are familiar with the sects in the area, Sunnis, Shites, and Kurds. Most Americans now know where Iraq, Iran, Yemen, UAE, Afghanistan, and Pakistan are, and we’ve noticed Muslims immigrating to countries, including the United States, and insisting on Sharia Law. Prior to 9-11, this was all relatively unknown. Now it is a part of our daily lives.

The threat of a terrorist attack is still a viable concern. We should ever be vigilant for the next attack. As Milwaukee County Sheriff David Clarke Jr. observed, “And that’s why it’s just going to get worse. You’re going to see more attacks, where they target two different sites and expand across the nation in different states. I think we have to find a role for U.S. citizens in this as well but until we get a strategy, that’s not going to happen.”

9-11 is an important symbol, not just for remembering the victims of 2001, but a warning for our future. This is why the lessons of 9-11 should be repeated to school children. The very least schools could do is ask the students to stand and have a moment of silence for the victims. 9-11 may be in our past, but what is in store for us in the future?

For a synopsis of 9-11, see:
http://www.history.com/topics/9-11-attacks

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

THE FINAL ROUNDUP

Posted on August 31, 2015December 29, 2021 by TimBryce | 1 Comment

BRYCE ON NON-PROFITS

– What I learned during the years I spent on the Board of Directors for nonprofit organizations.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

I made an important decision the other day, namely 2016 will be my last year serving on a board of directors for a nonprofit organization. It’s time for someone else to step up to the plate. For forty years I volunteered my time for dozens of organizations. So much so, I stopped counting when I reached fifty Boards. I’ve served on everything from professional societies for management, computers and systems, to homeowner groups, sports clubs, fraternal organizations, and more.

I coached and umpired baseball for ten years, also serving on the board for the local Little League. One day, we held a practice for my boys team and I was shagging balls in the outfield. It was a beautiful day and it had been a good practice. However, as I picked up the last few baseballs, I looked up and realized I was no longer enjoying myself and it had become more laborious than fun. It was at that moment when I realized my days with Little League baseball were over and I retired from it shortly thereafter. That is how I feel today where I am involved with two nonprofits. Following a board meeting, I suddenly realized it was time to go and I made a promise to myself not to extend any more commitments past 2016 when my tours of duty end.

I didn’t serve on these boards for any accolades or titles, just to help make the organizations better. As someone who has seen quite a bit of the world, I didn’t need such pomp and circumstance. As a management consultant I was fortunate to possess the skills needed to assist such groups, for example: I developed and balanced budgets, cleaned up finances, created data bases to manage memberships, developed web pages and promoted them accordingly, created and updated bylaws, took minutes, developed speaker programs, conducted special projects, developed and distributed newsletters and communications to memberships and met some interesting people along the way. Yes, it took some time to perform, but I had a lot of fun in the process. I like to believe I left each place better than I found it, which should be the objective of anyone serving on a board.

The question is, “Was it worth it?” For the professional societies, I met several people, earned their respect, and learned a lot in the process. For homeowner associations, I believe I played an important role in maintaining the value of homes in the community, if not increasing them. For sports clubs, it was a joy watching my kids, both boys and girls, grow and mature into adulthood. I was also appointed or elected as Chairman or Director at District, County, and State levels for a variety of tasks. All of which were rewarding experiences.

I have learned a lot about nonprofits over the years. However, there are primarily three lessons I wish to convey to my readers:

1. Most nonprofit organizations are run by nice people who haven’t got a clue as to what they are doing. They may have the best intentions, but do not understand a nonprofit is a legal entity in the eyes of the state and, as such, needs to be run like a business. No, it doesn’t take “A Village.” It takes business skills. You realize this when the group can no longer pay its bills or are sued. However, if you are lucky to get the right group together as a board, you’ll enjoy effective leadership, smooth administration, stable finances, good communications, and prosperity.

2. The work of a nonprofit is really not that difficult. It may require some time and effort but I have yet to see a truly difficult task in a nonprofit, and you have to remember I have served in just about every capacity. Something that helps immeasurably in this regard, is the development of “standard practices,” for such things as managing finances, membership, and communications to service constituents.

3. Anyone looking for accolades is joining for the wrong reason. They will likely perform little and assume credit for anything done. Such people are worthless for accomplishing anything of substance, and can hurt the spirit of the organization. Some people are afraid to reprimand such parasites fearing it will create a morale problem. The reality is the morale problem was created the moment the person assumed their position. “But they are volunteers, Tim; you cannot fire volunteers.” Yes you can, and Yes you should as their detrimental outlook will spread and cause problems in your group. Besides, if they are not truly doing anything, you have nothing to lose by replacing them. There is no room for politics in a nonprofit, but unfortunately it somehow creeps into most organizations.

However, when you have a board willing to roll up its sleeves and solve problems or tackle new projects with a spirit of teamwork, it can be a very rewarding experience, not only for how it was performed but also for knowing it will serve the institution for many years to come. In other words, you are adding value to the institution, and this is why I joined such groups, to make them better and perpetuate the group.

Now it is time for others to take my place. My generation of Baby Boomers were taught to provide assistance anywhere we could. I have friends who, like me, have served their Churches for years, civic clubs, local schools, hospitals, country clubs, and more, not just now and then, but for many years. However, it is time for someone else to shag the baseballs, to roll up their sleeves, and perpetuate all of these institutions we have come to love and depend on.

I will likely continue my participation in nonprofits but 2016 will be my final roundup for nonprofit board of directors. It has been a heck of a ride.

Managing a Nonprofit Organization
The Need for Checks and Balances in Nonprofits

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

IMPLEMENTING BUSINESS ETHICS

Posted on August 11, 2015December 29, 2021 by TimBryce | 2 Comments

BRYCE ON MANAGEMENT

– Implementing an effective ethics program makes dollars and sense.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

We hear a lot these days about the deterioration of ethics in business, e.g., graft, corruption, cheating, favoritism, skimming money, etc. This has resulted in a public relations nightmare for business. If consumers do not trust a company, its a matter of time before it goes out of business. This is supported by recent studies providing evidence there is a correlation between business performance and ethical practices (see the Institute of Business Ethics). Basically, the Institute’s study suggests there are long-term benefits associated with enacting an ethics programs. Such studies and recent corporate snafus (e.g., Enron) are impetus for companies coming to grips with ethics in the workplace.

There are essentially two considerations for devising an ethics program in business; first, knowing what your ethics are, and, second; implementing them in a consistent manner.

INTERPRETING ETHICS

There is little point in my telling you what is ethically right or wrong. You already have an interpretation of this. However, let us understand what influences our interpretation of ethics; our interpersonal relations with others, such as our family, friends, neighbors, fellow workers, as well as the media. Ethics is learned more than it is taught. It is based on observations of the conduct of others, people we like and respect as opposed to those we do not. It is then up to each of us to interpret these perceptions from which we will base our conduct and behavior. The point is, we act on our perceptions, however accurate or inaccurate they may be. Another influential factor are our own human frailties of competitiveness, love, greed and ambition. But then again, this goes back to interpersonal relations.

Let us recognize that ethical behavior is interpreted differently from person to person. What one person may consider right or wrong may be different for the next person. The objective in business is to implement a uniform form of behavior thereby instilling consumer confidence in a company overall.

IMPLEMENTATION

Writing a corporate code of conduct is in vogue today as a means of articulating the ethics of a business. Such codes are proudly displayed on web sites and in corporate brochures more for public relations than anything else. True, they are useful for disciplining an employee for an infraction of the rules, but I do not see them as an effective way of implementing an ethics program. Understand this, regardless of what the code of conduct states, the ethics of a business are whatever the top-dog says they are. Too often I have seen companies say one thing, then act another, e.g., Enron.

Printed codes of conduct are nice, but we have to recognize that it is one thing to enact legislation, quite another to enforce it. As stated earlier, ethical behavior is based on observations. Regardless of what a code of conduct says in print, ethical behavior is based on the relationship of superior and subordinate worker relationships. If a subordinate observes an indiscretion by his superior, in all likelihood it will be emulated by the subordinate. This phenomenon occurs top-down in the whole corporate chain of command. If it breaks down anywhere in the corporate hierarchy, it will become visible to the subordinate layers and potentially create a “trickle-down” effect. This means the boss has to be a role model for ethical behavior; they must “walk-the-walk” as well as “talk-the-talk.” If they do not, it will not go unobserved by their subordinates. Managers, therefore, should avoid the “do as I say, not do as I do” phenomenon. They must lead by example. Anything less is sheer hypocrisy and will inevitably lead to changes in behavior.

It is simply not sufficient to issue platitudes as to what is and what isn’t ethical behavior. The manager must follow-up and assure ethical behavior is implemented accordingly. In other words, we shouldn’t just “desire” truth and honesty, we must “demand” it. If one person gets away with an indiscretion, others will surely follow. As such, when writing out a code of conduct, be sure to stipulate the penalties for its violation.

The success of a business ethics program is ultimately measured by how well it becomes ingrained in the corporate culture. As we have discussed in the past, corporate culture pertains to the identity and personality of the enterprise. All companies have a culture; a way they behave and operate. They may be organized and disciplined or chaotic and unstructured. Either way, this is the culture which the enterprise has elected to adopt. What is important is that in order for an employee to function and succeed, they must be able to recognize, accept and adapt to the culture. If they do not, they will be rejected (people will not work with them).

The intuitive manager understands the corporate culture and how to manipulate it. Changing the Corporate Culture involves influencing the three elements of the culture: its Customs, Philosophy and Society. This is not a simple task. It must be remembered that culture is learned. As such, it can be taught and enforced. For example, a code of conduct is useful for teaching, as is a system of rewards and penalties. Designating people to act as watchdogs of the culture can also be useful, but be careful not to create a climate of paranoia. Ultimately, as a manager, you want to create a culture that promotes the ethical behavior you desire.

CONCLUSION

We now live in strange socioeconomic times. 40-50 years ago we normally had one parent staying home to raise the kids. Now it is commonplace to find families where both the husband and wife are working and paying less attention to their children, thereby relegating their parenting duties to teachers and coaches. In other words, the family unit, which is the basic building block for learning ethical behavior, is becoming severely hampered.

In business today we have a “fast-track” competitive mentality which does not encourage a spirit of teamwork but, rather, more rugged individualism. Nor does it promote employee loyalty. Further, we now live in a society that encourages people to go into debt, thereby causing financial tensions.

Bottom-line, ethics is about people and trust. Consequently, we should be sharpening our people skills as opposed to avoiding it. We don’t need more maxims of how we should conduct our lives; we need to lead by example. As such, we need more role-models and heroes than we do paperwork.

Let me close with one last thought on how ethics impacts business; there is probably nothing worse in business than being caught in a lie, particularly by a customer. Any trust that there may have been before disintegrates immediately and business is lost. In this day and age, there is something refreshingly honorable about a person where their word is their bond. Ethics just makes good business sense.

Originally published: April 17, 2006

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

THE PROBLEM WITH NEWSLETTERS

Posted on July 13, 2015December 29, 2021 by TimBryce | 4 Comments

BRYCE ON LIFE

– Why most end up lining the bottom of bird cages.
To use this segment in a Radio broadcast or Podcast, send TIM a request.

I have belonged to a plethora of nonprofit organizations over the years, be it related to Information Technology, management, homeowner associations, sports clubs, political groups, fraternal organizations, school clubs, etc. Most, if not all issue a newsletter either monthly, bi-monthly, or quarterly. Due to rising printing and postal prices, most have gone to an electronic format, be it on the web or in PDF format, which has dramatically cut costs. Regardless, they all pretty much say the same thing.

With rare exception, most newsletters try to put a positive spin on how the club or association is doing. They are typically a public relations piece with the intent of trying to encourage the membership to remain active and attend meetings. As I tend to be intimate with the organizations I participate in, I realize such newsletters offer more facade than substance. They may say everything is great, but the reality is things couldn’t be much worse. Not surprising, participation in nonprofit groups is waning, probably due to the politics involved and changing values. Instead of making meetings meaningful (fun and interesting), most nonprofits have fallen into a rut and do not know how to get out of it.

So, why do nonprofits only report positive trends? They fear their membership would abandon them if they knew what was actually going on. Somehow the quote by Jack Nicholson in “A Few Good Men” comes to mind, “You can’t handle the truth!” This may be so, but I would like to believe the membership would rally behind a cause if they truly believe in the institution and knew what was really going on.

Knowing the calendar of events and what club awards were presented is one thing, knowing the condition of the club is something entirely different. There is an old expression derived from psychology which states, “You cannot treat a patient if he doesn’t know he is sick.” Wouldn’t it be refreshing to see clubs add to the newsletter financial statements, membership totals, or attendance records, along with commentary by the chief executive? We would at least grasp what was going on and come to the aid of the institution.

In every organization I have been involved with, I have found it important the senior officer report on the condition of the organization at least once a year. This is similar in intent to the President’s State of the Union address. Here, the intention is to come clean with the members by discussing such things as: Membership, Facilities, Participation, Finances, Programs, Sickness and distress, Harmony, Relations with similar groups, Charitable activities, and how well we met our Objectives.

Only by disclosing such items in the newsletter would the members comprehend why a dues increase is being proposed, an assessment, or change in policy.

Because most newsletter do not include such items is why I do not take newsletters seriously; they only tell us what they want us to hear. It also explains why most end up lining the bottom of bird cages.

The best surprise is no surprise.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

THE DIGNITY OF WORK

Posted on July 10, 2015December 29, 2021 by TimBryce | 1 Comment

BRYCE ON LIFE
Every job is important.

I had a friend who used to be very class conscious when it came to work. He wouldn’t socialize with other people he deemed below him and was very choosy when it came to where he lived. If the wrong class of workers were in the neighborhood, he wouldn’t visit the area (let alone move into it). It had nothing to do with race or religion, only the types of jobs people had. In his mind, there was a clear delineation between people based strictly on their livelihood; e.g., blue collar labor, technical people, middle management, professional people, and executives. I guess we are all a little class conscious about how people make a living, a kind of one-upmanship, but I never saw it quite this vividly before.

This bothered me because I believe in the dignity and honor of any job, regardless how mundane it may seem. This caused me to do some soul-searching as to why I felt this way and I suppose it is because I am acutely aware of my family’s history; e.g., how we came to this country from Scotland, which certainly wasn’t in a luxury liner, how we struggled to get a foothold here, how we survived the Great Depression, and how we prospered following World War II.

Like many of you, I can recall the menial jobs both my grandfather and father performed to help the family survive. Interestingly, they never complained about it but, rather, always spoke with pride of how well they did their jobs. For instance, my grandfather used to be employed by the Wickwire Steel Company in Buffalo, New York where he ran a machine to make the rebar mesh used in such things as concrete sidewalks. It was certainly not a glamorous job. In fact, it was rather difficult as the machines would frequently break down. Instead of waiting for the machine to be fixed by someone else, as his union wanted him to do, he learned how to fix the machine himself. He figured he couldn’t get paid if the machine was idle, so he devoted his own personal time to learn as much about it as he could. His knowledge of the machines grew to the point where he eventually became the head of maintenance. Whereas he could have done nothing, instead he elected to take a proactive approach.

To my grandfather’s way of thinking, his job was no better or worse than anyone else’s. He was just thankful he had one and did it to the best of his ability. This taught me you should not look down your nose at anyone for the job they have, but rather how well they perform it. I have much more respect for the common uneducated laborer who knows what he is doing as opposed to a well educated professional who is a derelict.

It is fundamental to the human spirit that we all believe we are leading a worthy and honorable life. Since work is an inherent part of our life, how meaningful our job is depends on what we make of it. If we take a defeatist attitude and treat it as a triviality, we will suffer from low self-esteem and become jealous of others. However, if we adopt a professional attitude towards our job, regardless of its magnitude, we will have a more positive sense of self worth.

With this said, I don’t understand the obsession a lot of High School Guidance Counselors have in pushing students towards a college education. Not everyone is predisposed to attending college, some are better served by going into a trade school or the military. Yet, many guidance counselors pooh-pooh such institutions thereby creating a snobbish attitude towards them. Believe me, there is nothing dishonorable about learning mechanics, auto repair, plumbing, carpentry, or serving in the military. Imagine where we would be without such professions.

One of the main reasons I have enjoyed my time in the Masons is that we are taught regardless of your station in life, everyone serves on the level. In other words, everyone has an equal say regardless of who they are, thereby taking ego out of the formula and creating a sense of cooperation.

I do not know how well we are passing this lesson of work dignity to our young people, but I fear we are creating a generation of people who are more class conscious than the last, and never satisfied with the job they have, regardless what it is. From a psychological point of view, this should have profound long term effects on our productivity and our culture.

Originally published: May 10, 2010

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see:
timbryce.com

Like the article? TELL A FRIEND.

Our Legacy

Posted on June 12, 2015December 29, 2021 by TimBryce | 1 Comment

BRYCE ON LIFE

Will we be remembered for tangible objects or the people we come in contact with?

Something just about all of us consider at some point in our lives is our legacy, be it on a small scale such as a job or project, or our life’s work. Nagging questions linger, “How will I be remembered?”, “Did I do a good job?” or “Was my life well spent?” Some people believe we are judged by physical objects such as a building we constructed, the development of some object, or perhaps an invention. Others consider our impact on productivity and prosperity through such things as leadership, organization, and systems. The fallacy here is that buildings and products inevitably deteriorate, processes and inventions evolve and are replaced, so notoriety for such things is fleeting. To compound the problem, we have no real sense of history and quickly forget who did what years ago.

I contend we are not measured by inanimate objects, but by animate ones instead. It is how we influence others that is perhaps most important, be it our relatives, our coworkers, our customers or whatever. If we can set an example or motivate someone to excel beyond their capabilities, to grow and evolve, then we have accomplished something rather monumental. This is probably what motivates teachers. For example, Helen Keller’s work positively impacted people with disabilities around the world, yet had it not been for her teacher, Anne Sullivan, it would never have happened. Thomas Edison is well remembered not only for the inventions he created, but the companies he founded, including General Electric which does business around the world. All of this may never have happened without the influence of his mother, Nancy, who encouraged and home schooled him. Let us also not forget Aristotle’s influence on Alexander the Great who significantly influenced the cultures of Europe, Asia and Africa.

We are ultimately defined by the decisions we make and actions we take, both good and bad. It is the consistency by which we apply these actions and decisions that defines our character. Greatness is measured by a person’s ability to move the masses towards a major goal. There are several fine examples strewn throughout history, such as the ancient Greeks (e.g., Plato, Socrates, etc.); political leaders such as Abraham Lincoln, King Henry VIII, Joan of Arc, Winston Churchill, and Emperor Meiji of Japan, and; religious figures such as Jesus, Confucius, and Mohammed. Interestingly, all were effective communicators.

The point is, we all have a profound effect on others, be it in a positive or negative light. It is when we can get others to aspire and achieve that we have really written our own legacy.

As to my own personal legacy, I believe I have done some good things in terms of information systems theory, and have helped clean up a lot of messes for customers who I have consulted with over the years, as well as the organizations I have participated in. This is all well and good, but beyond this I hope I will be remembered as someone who…

Challenged people to use their brains, to think, and not to go on autopilot.
Encouraged people to try new ideas, to think outside of the box.
Warned people of the dangers of complacency and apathy.
Admonished others to appreciate their heritage yet grow, evolve, and adapt.
Preached leading an honorable and worthwhile life.

If I have done this, than I feel my time was well spent.

Our legacy is what we give of ourselves. We can give money, we can volunteer our time, we can invent and design new things, but I believe we really affect people when we shape their perspectives and thinking processes. Thereby our legacy is whatever we want it to be; we write it ourselves, either by doing nothing or helping others find their way.

I’ve told you what I hope my legacy will be; what’s yours?

Originally published: April 26, 2010

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.

DIFFERENCES IN FAMILY VALUES

Posted on June 3, 2015December 29, 2021 by TimBryce | 2 Comments

BRYCE ON SOCIETY
– What is the true cause of our changing world and what can be done about it?

In lieu of the riots in Baltimore, I thought I would talk about the importance of family values. Like millions of people, I watched in horror at the “protesters” on television. Perhaps a better name is “rioters” or “thugs” (regardless if it is politically correct or not, it is an apt description). The brightest spot though, was Toya Graham, the Baltimore mom slapping her son during the riots. It was refreshing to see a parent take charge of their offspring and straighten him out.

This incident says a lot about family values and discipline of our youth. This caused me to think about how parents raise their children today:

If you were taught by your parents education was important, you will embrace it and take it seriously and improve yourself. If not, you are likely to drop out and grouse about others getting better paying jobs than you do.
If you were taught by your parents the merits of work, you will become industrious. If not, you will probably become shiftless and undependable. Crime, drugs, and prison are likely in your future.
If you were taught by your parents the meaning of responsibility, you will become dependable and a good citizen. If not, you will likely blame others for your problems and spend your life taking handouts and develop a dependency on welfare.
If you were taught respect, manners and common courtesy by your parents, you will be considered socially well adjusted and experience prosperity through personal connections. If not, your social connections will likely be gangs, thugs, and criminals.
If you were taught ethics by your parents, you will likely attend a place of worship and treat people fairly. If not, you will probably suffer from low self-esteem and treat people brutally.
If you were taught right versus wrong by your parents, you will make better decisions. If not, you’ll make the wrong ones.
If you were taught American history and the responsibilities of citizenship by your parents, you will likely become a patriot. If not, you will likely try to subvert the country.

It’s all about parenting. This, of course, means two things; first, parents are the prime source for personal guidance and social adjustment, and; second, they are role models for their offspring, good or bad. If they fail in either area, the child will likely take notice and learn their values from others, such as thugs and television. Children also have a tendency to emulate their parents. If they are misfits, the child will likewise become one. If they are industrious and responsible, the children are likely to assume these values.

Read: Has Freemasonry Lost its Luster?

Finally, if you were taught to be thankful for the little pleasures and bounties of life, regardless of how sparse they may be, you will lead a decent life.

Frankly, I think the poem “If” by Rudyard Kipling should be mandatory reading in every household.

Keep the Faith!

Note: All trademarks both marked and unmarked belong to their respective companies.

For Tim’s columns, see: timbryce.com

Like the article? TELL A FRIEND.