Freemason Tim Bryce.

Bryce Launches New Book, “How to Run a Nonprofit”

BRYCE ON NEW “HOW TO” BOOK
– It doesn’t require rocket science.

According to Bryce, “This is my fifteenth book, the purpose of which is to act as a guide to effectively run a nonprofit organization, be it a charitable, fraternal, religious, amateur sports, civic, social, veteran, political, professional trade, or homeowner/condominium association.” According to Bryce, he often hears from officers of such organizations, all complaining of the same problems, be it related to leadership, organization, membership, attendance, finances, records management, excessive politics, or whatever. He contends most of this is unnecessary and can be avoided with a little patience, common sense, and some good old-fashioned management.

There are obviously distinguishable nuances for each type of group, but this primarily resides in their mission statement. Otherwise, they are all fundamentally the same in terms of their operations and challenges.

Even worse, the press frequently writes horror stories of embezzlement, adversarial relationships with management companies, problems with lawyers, and primitive or nonexistent records management. True, these are fast-paced times in terms of changing technology, but it has always been so. However, Tim contends if you pay attention to the basics of management and have an eye for detail, you should be fine.

Bryce argues, “Let’s put our cards on the table; the biggest problem with most nonprofits is they are run by nice people, who mean well, but haven’t a clue as to what they are doing. This book is for anyone involved with a nonprofit, be it a new person, or someone about to assume an officer position. As such, it is a GREAT GIFT IDEA.”

Read: Has Freemasonry Lost its Luster?

Over the last 45 years, Tim has served on well over fifty Board of Directors for a multitude of nonprofits, serving in a variety of capacities, everything from President to Historian, Secretary, Finance Chairman, Division Director, Communications Chairman, and just a simple helper. As such, he hopes to describe the lessons he learned over the years. By profession, Bryce is also a management consultant who has taught planning, systems design, and project management to a wide variety of companies around the world.

This book is organized into the following sections:

CHAPTER 1 – A NONPROFIT IS A BUSINESS – some legalities to consider.

CHAPTER 2 – THE HUMAN SPIRIT – being sensitive to people.

CHAPTER 3 – MEETINGS – how to conduct properly.

CHAPTER 4 – MANAGING RECORDS & FINANCES – describing administrative details, including “checks and balances.”

CHAPTER 5 – COMMUNICATIONS – how to effectively communicate with the outside world.

CHAPTER 6 – BRYCE’S PLANNING SEMINAR – a special seminar to determine a nonprofit’s purpose and objectives.

CHAPTER 7 – PROJECT MANAGEMENT – how to plan, estimate, schedule, report and control projects.

CHAPTER 8 – ANOMALIES – describing difficult situations we often face in nonprofits, such as “Dealing with Deadbeats,” “Dealing with Politics,” “Management Companies,” handling “Vacancies in the Board,” “Improving membership and attendance,” “Feasibility Studies & Bids,” and much more.

Details on the Book:

ISBN: 9781082722172
151 pages
Price: $15 for printed version; $7.50 for Kindle e-Book (ASIN: B07VNT61CM) or PDF versions.
Published through Amazon, printed in the United States.

Where to place order; click HERE.

Mr. Bryce is available for lectures, book-signings, interviews, and after-dinner talks. He can be contacted at timb1557@gmail.com

Keep the Faith!

P.S. – Also do not forget my other new book, “Tim’s Senior Moments” now available in Printed and eBook form.

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.

Copyright © 2019 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

The 80/20 Rule

80-20 Rule,Pareto's Principle,work,workload
Wilfredo Pareto

Also as a follow-up to my last article I was asked why it seemed only a handful of people always carried the workload of a Lodge. This is not uncommon and is found in everyday life as well. It is commonly referred to as the 80/20 Rule or Pareto’s Principle

Vilfredo Pareto was an Italian economist who observed in 1897 that 80 percent of the land in England was owned by 20 percent of the population. Pareto’s theory thereby relates to the ratio of input to output; e.g.:

twenty percent of your effort produces 80 percent of your results.

From a time management perspective, it means that 20 percent of the people are normally responsible for producing 80 percent of the work.

As a manager or Worshipful Master it thereby becomes important to recognize your core 20 percent workers and concentrate your attention on them. It also becomes important to devise new means to squeeze out the remaining 20 percent of the work from the 80 percent who do not actively participate. This is not to suggest that the 80 percent doesn’t care about the Lodge, but that they simply have different priorities right now and may even be living far away from the Lodge. However, they should be periodically reminded that there is more to supporting a Lodge than just paying their annual dues.

With the 80/20 Rule in mind you must also be sensitive to a by-product resulting from it: petty jealousy.

Since the 20 percent performs the work, they are thereby deserving of the accolades for performing it. Inevitably, it is not uncommon for small minded individuals from the 80 percent to feel slighted and jealous of those doing the work and receiving the recognition. Such petty jealously should be overlooked and the person forgiven, unless something more malicious is involved, such as character assassination of which there is no excuse. The manager must carefully squash this behavior before it has an adverse effect on your 20 percent. If not, the 20 percent worker will question why he is working so hard if he is only going to be the object of ridicule and humiliation. If your 20 percent begins to believe they are “Damned if they do, Damned if they don’t” in their assignments, then nothing will be produced and your 80 percent work effort will plummet.

The 80/20 Rule is an interesting phenomenon that every Worshipful Master must be cognizant of in order to effectively put the Craft to work with proper instruction for their labor.

Keep the Faith.

Freemasonry From the Edge
Freemasonry From the Edge

by W:.Tim Bryce, PM, MPS
timb001@phmainstreet.com
Palm Harbor, Florida, USA
“A Foot Soldier for Freemasonry”

NOTE: As with all of my Masonic articles herein, please feel free to reuse them in Masonic publications or re-post them on Masonic web sites (except Florida). When doing so, please add the following:

Article reprinted with permission of the author and FreeMason Information

Freemason Tim Bryce.

Enjoy Every Moment

BRYCE ON LIFE
And take nothing for granted.

Christmas is rapidly approaching and if 2016 taught me anything, it is to enjoy every moment.

I had a doctor friend pass away a couple of months ago. At 65 years old, he appeared to be in the pink of health, but was suddenly struck down by Leukemia and a stroke. Despite all of the attempts to save him, which were considerable, he lasted 103 short days before passing away. At the end, his body was emaciated, so much so, his coffin was closed for his funeral.

He was a good man, good father, trusted and dependable doctor, and was dedicated to his church. We would often see him at lunch at a nearby restaurant where we would discuss at length the world’s current events and share a few laughs. His wife is a peach with a great sense of humor. They were blessed to have raised a fine son and daughter, and were now beginning to enjoy their grandchildren.

His medical practice was successful which afforded him an opulent house on the Gulf of Mexico, sports cars, and season tickets to the Tampa Bay Rays. His passion for baseball included coaching his son and friends in Little League. He also possessed a civic duty and readily volunteered his time and donated money to several charities and his church.

Hundreds of people attended his funeral and during the ceremony several people stood up to say a few words in remembrance of him. His son struggled with the eulogy, but somehow got through it. Several tears were shed; it was quite touching.

Despite all of his success and generosity, watching him struck down so suddenly caused several of us to consider how precious life is and why we shouldn’t take it for granted. When you are young, there is a tendency to feel invincible, causing you to overlook life’s little intimacies which we should relish, but commonly overlook.

This was reinforced over the Thanksgiving holidays when we had a member of the family suffer through respiratory failure, but fortunately is now on the mend. It was scary for all of us. I had another friend whose mother tripped and fell just before Thanksgiving, thereby causing her to break her hip requiring surgery to replace it. Another friend had a foot operation, and several others experienced severe colds.

I mention this because we normally host a party at noon on Thanksgiving with friends and neighbors. We call it the “half time” party as it allows people to escape the kitchen for awhile and share a glass of cheer. Unfortunately, due to all of the medical problems, we couldn’t hold this little get-together this year, and we all missed the camaraderie.

From all of this, I’ve learned to appreciate every moment; to sit and talk, to laugh, to listen, to help and support, to take pride in our work and pastimes, to become a benefit as opposed to a burden on others, to be grateful for our health and the simple joys of life, to take nothing for granted, and to simply enjoy every moment.

Merry Christmas!

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 40 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.

Copyright © 2016 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Listen to Tim on News Talk Florida (WWBA 820 AM), WZIG-FM (104.1) in Palm Harbor,FL; KIT-AM (1280) in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

Freemason Tim Bryce.

Getting Burned

BRYCE ON LIFE
Some people have to learn the hard way.

I had a situation where I was working with a young Systems Analyst who was ambitious but a bit naive as to the field of information systems. Nonetheless he wanted to boldly tackle a major systems project for his company and asked me for advice. I encouraged him to first study the parts of the business the system would serve, specify the end-user information requirements, and produce an overall system blueprint. “No, no, no, I’ve already got it worked out in my head,” he told me and started programming. Although he was very proficient in how to write program code, his software didn’t adequately serve the needs of his users and his project failed miserably.

Regardless of how you try to coach someone, I find it disheartening that a lot of people have to burn their fingers before they learn something. Maybe this has something to do with the cockiness of youth whereby there is a great temptation to leap before you look. It seems impetuousness has a lot to do with this, particularly for those who yearn to make a name for themselves. It’s one thing to have an academic knowledge of a subject, quite another to have practical experience.

When you try to use logic to persuade people, they want to argue with you. 2 + 2 is no longer 4, but 5 instead, or it’s no longer black and white but some shade of gray. When you use examples and case histories to illustrate your point, they believe it is an obsolete analogy to the subject at hand. Frankly, the people who tend to get burned are those who know just enough about a subject to be dangerous, and they will argue you to the ground simply because they are combative and want to wear you out. This leads me to believe there is a fine line between intelligence and stupidity.

I guess what I finally learned is there are certain people who need to get burned and learn the hard way. Consequently, I find I no longer argue as vehemently as before and let people make their own mistakes as long as it doesn’t affect me personally. I’ll still be willing to offer my advice, but I’m just not going to try to shove it down anyone’s throat.

In closing, I am reminded of the old story of two bulls, one old and one young, who were standing on a hill overlooking a herd of cattle. Being a bit impetuous, the young bull said to his elder, “How about we charge down the hill, snort loudly, and make love to a couple of cows?” The old bull replied, “I have a better idea; let’s quietly sneak down the back of this hill, slip around from behind, and get the whole herd.”

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.

Copyright © 2016 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Freemason Tim Bryce.

Our Fascination with Name Suffixes

BRYCE ON LIFE
– Do we make too much out of them?

I have always been fascinated with our use of suffixes in names, such as “Senior” or “Junior.” I look upon the use of such monikers as a desperate cry for attention. Years ago I had a friend who put “Senior” after his name on business cards. Knowing he had no offspring yet, I asked why he did this. He explained it was wishful thinking on his part to someday have a son to carry on the family name. Of course, he was blessed with a trio of girls and eventually dropped the suffix.

Then there are the people who add Roman Numerals after their name to indicate they are the second, third, fourth, or whatever to bear the same name. I guess they see this as a way to add class and dignity to the family name. I think the highest was a “V” representing five people with the same boring name. I am tempted to add the Roman Numerals “MLXVII” to the end of my name, thereby confusing people or allowing them to believe there has been 1,067 generations of Tim Bryce. That should scare them.

In academia, Doctors use Ph.D. which actually means Doctor of Philosophy, or to be more literal, it is Latin for Philosophiae Doctor. The idea that a doctor is a philosopher in the strictest sense, isn’t very comforting if you are in the hospital where I would rather be treated by an MD (Medical Doctor, or Doctor of Medicine). In business there are the MBAs representing a Master’s degree in Business Administration. Interestingly, you do not see too many people denoting their Bachelor’s degree. I can only assume they are ashamed of the title as compared to the Ph.D. or MBA. As for me, I’m proud to say I hold a BSC degree, representing a Bachelor of Science degree in Communications. I worked hard for this and am proud of the designation, but I do not print it on my business cards.

Depending on the line of work we select, there are often many certifications we can claim. The entertainment industry is full of them, most notably the American Cinema Editors (ACE). In my field, the computer industry, there have been numerous certifications. For example, I was among the first group to hold the Certified Systems Professional (CSP) title which, unfortunately died after the country stopped building information systems and focused on software instead. A Certified Data Processor (CDP) was also a coveted title requiring several weeks of study and testing. This too faded from view and was replaced by something called the Certified Computing Professional (CCP). It kind of sounds like the old Soviet Union doesn’t it?

The industry certification programs were replaced by those sponsored by specific vendors, such as Microsoft, Adobe, Apple, and many others. In Microsoft’s case, there are at least six certification programs that I am aware of, including:

Microsoft Technology Associate (MTA)
Microsoft Certified Solutions Associate (MCSA)
Microsoft Certified Solutions Expert (MCSE)
Microsoft Certified Solutions Developer (MCSD)
Microsoft Certified Trainer (MCT)
Microsoft Certified Educator (MCE)

I would like to meet the guy who refers to himself as “John Doe, MTA, MCSA, MCSE, MCSD, MCT, MCE.” I do not believe there is a business card big enough to hold all this. Frankly, I believe this does more to advertise Microsoft products, than reveals any substantial skill.

Nonprofit organizations make extensive use of titles, particularly the Freemasons, the ancient fraternal organization well known for wearing aprons, sashes and other regalia. They also make extensive use of titles, such as Past Master (PM), Past District Deputy Grand Master (PDDGM), Past District Instructor (PDI), Past Grand Master (PGM), not to mention their prefixes of Worshipful, Right Worshipful, or Most Worshipful. I suspect this was all created to establish some sort of prestige competition. To me, too much emphasis is paced on these suffixes and not enough on the simple word of “Brother.”

A few years ago, I tried an experiment whereby I signed my name as “Tim Bryce, LSMFT” which, of course, are the initials for “Lucky Strike Means Fine Tobacco,” an advertising scheme used for many years. I believe it is still printed on each pack of Luck Strike cigarettes. Nonetheless, very few people picked up on the ruse and were impressed by my title. Not many people asked me what it meant as they didn’t want to appear clueless. However, when someone asked me about it, I would explain what it meant and they would laugh, but then started to think about the point I was trying to make.

In the movie, “The Flim Flam Man,” George C. Scott plays the role of a southern swindler with the name, Mordecai Jones, MBSCSDD, which stood for “Master of Back Stabbing, Cork-Screwing and Dirty Dealing.”

I tend to believe we rely too heavily on these name suffixes. They’re pompous, arrogant and often result in negative political side effects. I’m of the age where I am no longer easily impressed. I have met way too many people with titles who are book smart but cannot produce a work product on time or within budget. I have also done my fair share of travel throughout the corporate world and have seen everything from the boardroom to the trenches. I certainly do not need another title. However, there are people who have led a sheltered existence and want to have their egos stroked with some form of recognition. These are the people who desperately seek such suffixes.

Keep the Faith!

– Tim Bryce, EIEIO

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.

Copyright © 2016 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Listen to Tim on News Talk Florida (WWBA 820 AM), WZIG-FM (104.1) in Palm Harbor,FL; KIT-AM (1280) in Yakima, Washington “The Morning News” with hosts Dave Ettl & Lance Tormey (weekdays. 6:00-9:00am Pacific). Or tune-in to Tim’s channel on YouTube.

Freemason Tim Bryce.

Admitting a Mistake

BRYCE ON MANAGEMENT
– “The longer you delay admitting a mistake, the more expensive it will be to correct.” – Bryce’s Law

Nobody likes to admit making a mistake. We tend to believe it makes us look bad in the eyes of our coworkers, friends and particularly the boss. It’s a real test of our integrity. Some people like to cover-up mistakes so they go undetected or, even worse, let someone else take the blame for them. I find mistakes tend to fester and grow if left unchecked, thereby causing bigger headaches and costing a lot more money if we don’t catch them in time.

Every once in awhile you have to look your boss straight in the eye and say, “I screwed up.” It’s kind of like having a priest listen to your confession. Although the boss may be disappointed, he will be appreciative of the fact you came clean with him early on and brought the problem to his attention where it can be caught and corrected with minimal damage.

In this day and age of micromanagement you don’t see too many people willing to admit a mistake. They take on an assignment, get in over their head, and fail to yell for help in time. This does a disservice to the assignment, the people depending on you, and yourself. In business, it is not uncommon to see people rising above their level of competency (aka, “The Peter Principle”). In other words, they have been placed in a position where they are incapable of performing their job effectively. Keeping them in this position is a disservice to the company as well as to the person. Frankly, I think we have too many people in over their heads who refuse to ask for help, which I consider a pretty scary operating scenario.

Read: The 80/20 Rule

We have all made mistakes we wish we could take back and correct, some small, others real beauts, but there is nobody out there without a blemish on their record, which is why we are all willing to forgive, provided the person comes clean with it early on.

There’s an old axiom in business that says, “If you make 51% of your decisions correctly, you will be a success.” I’m not suggesting we don’t strive for perfection, but we should all realize it is an impossibility. After all, the last guy who was perfect, they hung on a cross.

Also published with News Talk Florida.

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.

Copyright © 2016 by Tim Bryce. All rights reserved.

Also read Tim’s columns in the THE HUFFINGTON POST

Freemason Tim Bryce.

“Win/Win” – the mark of a true Fraternity.

Some Freemasons question why I post management topics in this forum. They find it difficult to understand what can be achieved by writing on such topics. I do so because I believe there are a lot of Freemasons who can learn from the world of management. To illustrate, consider the works of W. Edwards Deming, the famous business consultant. I was fortunate to attend one of his seminars years ago before his passing. Although not a Freemason, Deming pioneered quality control principles through statistical analysis in the early part of the 20th century. Unfortunately, his work was unappreciated in America and, consequently, he applied his talents to help rebuild the industrial complex of postwar Japan. It was only late in life did he receive the recognition of his work in the United States (after Japan became an economic powerhouse). The Deming Award for quality is still coveted in Japan. One of his most famous quotes is, “Quality is everyone’s responsibility.”

One of Deming’s biggest contributions was his philosophy of creating “Win/Win” situations in business. Instead of competition, he preached cooperation; instead of rugged individualism, he preached the need for teamwork. Deming observed people too often create “Win/Lose” situations, whereby one person can only win at the expense of the other party losing. Instead, he recommended the creation of “Win/Win” situations whereby both parties cooperate towards success. To illustrate, he would describe how “Nylon” was created by DuPont, which was actually based on a joint research project between offices in New York (NY) and London (LON), hence the name “NYLON.”

Read: Has Freemasonry Lost its Luster?

Deming’s philosophy in this regard is very much compatible with our own Bryce’s Law stating, “The only good business relationship is where both parties benefit.” Instead of promoting cutthroat tactics promoting individualism, what is wrong with achieving success through cooperation?

From a Masonic perspective, “Win/Win” is the earmark of a true fraternity, where brother works with brother in such a way as to “who best can work and best agree.” In other words, a spirit of cooperation and teamwork. However, some Masonic Lodges have turned into political asylums where individuals crave titles and aprons as opposed to enjoying harmony within the Craft. The point is, if you experience “Win/Win,” then you are experiencing true fraternity, but if you are experiencing “Win/Lose,” you have nothing more than a good old boys club and realizing one of the main reasons why Freemasonry is experiencing a steady decline.

Thank you Mr. Deming for the insight.

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.

Copyright © 2015 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

IMPLEMENTING BUSINESS ETHICS

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.

Copyright © 2015 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

Who Has Got Your Back?

BRYCE ON BUSINESS
– A lesson of loyalty in the workplace, and in life.

In the office, we like to believe our fellow co-workers will back us up when push comes to shove. Actually, we’re being quite naive when this occurs. To illustrate, there was a systems manager in Chicago who had grown weary of the petty politics practiced by his boss, the I.T. Director. Projects were late, none of the systems were integrated, end-users were unhappy, and they found themselves in a constant fire-fighting mode (maintenance) as opposed to conquering new challenges. Instead of implementing discipline and organization, the Director played political games pitting his workers against each other, and morale deteriorated. The systems manager’s staff was unhappy and frequently vented their frustrations to him. Conditions got so bad, the manager told his staff he was going to march into the Director’s office, register a formal complaint and threaten that he and his department were prepared to resign. Everyone thought this was a bold and imaginative move which they endorsed.

The Director listened patiently. When the manager was finished, the Director asked for his resignation which the manager produced on the spot. The manager then collected his belongings, told his staff what had just occurred, and said he would be in the bar down the street if anyone would like to join him afterwards. To his surprise, nobody joined him.

Despite what the manager’s staff had told him, that they would resign en masse, they balked. The manager had drawn his confidence from his staff and was sure they would follow him out the door. He was surprised when not one person followed. It was a difficult lesson to learn.

Who has got your back? As the manager discovered the hard way, nobody. There will be times in your life when you are angry over an issue or someone. Your contemporaries may encourage you to act, but the truth is, you are on your own. Think twice. If you threaten to resign or stage a coup d’etat, understand two things: someone will inevitably call your bluff, and; realize you are doing this on your own. Your friends and co-workers may not feel as passionately as you do and may fear for the safety of their careers. In other words, you are advised to speak for yourself and do not rely on the support of others. It will not materialize.

The truth is, co-workers may do favors for you, but do not expect them to watch your back when push comes to shove. In such occasions, it is every man for himself.

The lesson learned by the manager is simple: Speak from your own convictions, not someone else’s.

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.

Copyright © 2014 by Tim Bryce. All rights reserved.

Freemason Tim Bryce.

Reactive Management

BRYCE ON MANAGEMENT
– Why it is easier to be more reactive than proactive.

Americans tend to be more reactive as opposed to proactive in their approach to life. I suspect the reason can be traced back to our Anglo heritage which historically has been hesitant to take decisive action. Consider how slow the British were to suppress the uprisings of its colonies, usually making the wrong decisions in the end. Our history is littered with instances affirming our reactive behavior; e.g., Pearl Harbor, the Battle of the Bulge, the Stock Market crash of 1929, 9/11, Hurricane Katrina, and the Crash of 2008. These disasters could have been avoided if we had heeded warnings and planned accordingly. For example, the destruction of Katrina could have been averted had local politicians heeded the advice of the Corps of Engineers. Pearl Harbor could have been avoided if the military had listened to General Billy Mitchell a whopping 17 years earlier.

There are many reasons for reactive management: laziness, arrogance, apathy, timidity, unwillingness to offend anyone, or plain and simply, it is easier than being proactive. Making difficult decisions is hard work which is why most people procrastinate. Like it or not though, “Not to decide is to decide.” If we do not make the decision ourselves, a decision will be made for us, and probably not to our liking. We see this in such things as making funeral arrangements, divorce, handling troubled children, putting parents in an assisted living facility, making a major financial transaction, evaluating employees, career changes, and terminating employees. People can be slow to react in making such decisions and, by doing so, they inevitably fester and get worse.

I have a friend who has some aging parents entering the twilight of their years. The husband has developed some physical problems restricting his mobility. The wife is in the early stages of Alzheimer’s and is forgetful. They have been married for 60 years but are now finding it difficult to care for each other. Their siblings have encouraged them to sell their house and move into an assisted living facility near one of the children. At first they reluctantly agreed and signed a contract with a realtor, but after reflecting on it, the mother put a halt to it by steadfastly refusing to move. Although the husband’s driving days are coming to an end, the wife believes she can still drive which scares the family as she might take the car for a spin and either get lost or hit someone. As a precaution, the family keeps the car keys hidden.

My friend has tried to reason with them that now is the time to sell the house before one of them suffers a fall, is hospitalized, thereby leaving the other alone. Regardless of his arguments, they refuse to budge. Again, here we see a prime example of reactive management at work. The mother feels particularly comfortable in her home and does not want to leave it. She knows her kitchen, her neighborhood, and her church. However, she is not truly aware of her mental condition and how isolated she really is. Should something happen to the father, which is likely, she would be trapped in the house. In her case, she does not want to deal with reality and accept the fact there is a problem. The father does not want to fight his wife.

We do not like to make a difficult decision. Some managers balk at performing an employee evaluation or terminating employment as they do not want to hurt another person’s feelings. By not addressing such actions, the manager is doing a disservice to both his company and the employee who may very well be unaware a problem exists and, as such, does not take corrective action to improve himself.

Back in Chicago, my father had to terminate an employee. Prior to this, he gave the employee every opportunity to make adjustments and improve himself. He even went so far as to reassign him to other jobs within the company, hoping he would excel in another position. Unfortunately, nothing worked. Finally, he had to let him go. About a year later, my father happened to meet the man downtown. My father was understandably concerned his former employee held a grudge. Remarkably, he didn’t. Instead, he thanked my father for terminating him which forced him to find the correct career path. By taking a proactive approach, my father did what was best for the company and, ultimately, the employee.

Being proactive is much more difficult than being reactive. It requires planning, a conviction of beliefs, and the ability to sell the course of action appropriately. In other words, it requires a mastery of interpersonal relations/communications. These are much needed skills which are typically learned through life experiences. Unfortunately, this is something we cannot teach in business schools.

For more on Billy Mitchell, see “Pearl Harbor Day.”

Also see, “Firing Employees isn’t for Sissies.”

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.

Copyright © 2014 by Tim Bryce. All rights reserved.