It was great to chat with Gary Kayye on Rants and rAVes about InfoComm and the Leadership Search Committee.
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#leadership
I have been enjoying the NBC show “This is Us.” In a recent episode, a character visited his childhood home and was surprised to find a few precious items tucked behind a fireplace brick left decades ago. As he takes inventory of what he found (see how I am trying so hard not to spoil it for you?), the character reflects on how the items were still hidden there after all these years and comments “isn’t it strange how the world sticks and moves like that?”
Our careers also stick and move as well. Here are three ways our work and our workplaces can be sticky and yet demonstrate mobility.
1. Habits die hard, so it’s good you have nine lives
Each of us learned powerful lessons in our families growing up or under the tutelage of coaches, teachers, and early bosses that affect our work habits. We learned to work hard, work smart, and communicate in these early experiences. Early habits and work styles can stick. But they can move as well. Especially if we are mindful and purposeful. In this book, The Leadership Pipeline, Ram Charan, outlines steps people take in their career to abandon the things that made them successful in the past to adopt new habits and approaches befitting their increasing responsibility or more impactful role. The first passage, as he names it, is the transition from managing yourself to managing others. Then, managing managers. Then managing functions. Then to managing businesses, then groups, and finally enterprises. And at each stage there are things that have to be learned and things that need to be unlearned. That is hard work to execute, but just like child’s toys hidden behind a fireplace aren’t appropriate for a grown-up, taste and needs change and you will need to as well.
What habits are no longer serving you that need to adapt?
Years ago, I was the one that took notes in meetings. I can type fast. I understood the issues. I was organized. But over time, I learned that being the scribe didn’t serve me. It kept me from fully participating in the discussion and it turned me into an administrator instead of the leader I needed to be. So, I delegate this now to others and only capture my own actions or commitments. This is a small thing, but illustrates how change occurs. One habit at a time.
2. “Culture eats strategy for lunch,” so I hope you are hungry
The quip about the importance of corporate culture is attributed to management guru, Peter Drucker and is now the title of a book by Curt Coffman and Kathie Sorensen. And just like changing your diet, changing your culture is a difficult, but worthwhile effort. I have worked in organizations whose leaders were very purposeful and thoughtful about the culture they were building. One of my past CEOs and mentors, Balaji Krishnamurthy, went onto to found a consulting company focused on culture and its impact on strategy. Changing the corporate culture requires first awareness that it is there. It is like a fish recognizing that it is swimming in water. Only if it differs from your experience or changes in some way, do you notice it is even there. And when you do notice, it is already having a negative (or positive) impact on your results, team dynamics, and job satisfaction. The fish is gasping for air when it leaves the water. High performing companies think about what culture they wish to build, reinforce the preferred behaviors in many ways, and demonstrate patience and persistence. Culture is very sticky, but there are many examples of leaders who decide that what they are isn’t what they need to be and they lead change initiatives that last. But it is a process and not everyone comes along for the journey.
What elements of your corporate culture are no longer helping you achieve your goals?
I worked for an established company. An established company that was acquired by an entrepreneurial Chinese firm last year and formed an incredible international business that is now being served by the combined company and our brands (Planar andLeyard). And our business is growing rapidly (we doubled last year). Facing this caliber of change - which hold so much promise and is very exciting, yet challenging - has caused me to reflect on the kind of leader I need to be and the kind of “norms” we should be cultivating in our business. This is an effort in progress and requires constant reflection. The old ways of working, communicating, executing our plans, or even making our plans must change to keep pace, and I must change with it.
3. Excuses never made anything better
Benjamin Franklin is quoted as saying “He that is good for making excuses is seldom good for anything else.” But that doesn’t make it less tempting to cook up a fresh batch of excuses when things go wrong or when the results of poor choices catch up with us. We blame our boss, our genes, our 4th grade math teacher, or the train being late. Our dog ate our homework or our phone battery is dead. I am not saying that these things don’t occur and that everything is within our control. Clearly that is not true. But if we focus on the excuses we can get stuck. In old ways of thinking. In old patterns of acting. In using the same excuses again and again. In not holding ourselves accountable for being better versions of ourselves.
Watch yourself make excuses. What are you trying to avoid? Who are you trying to impress? What are you afraid will happen? What excuses do you use regularly?
I have been trying to post articles on LinkedIn once a month. A discipline that I started nearly two years ago and I have been quite predictable about it. Then I wrote an article in December about the benefits of procrastination and I guess I took it too much to heart: January got away from me without a post. I blamed my busy schedule. I blamed the fact that I was writing for some other publications. Those are all true, but they were true before as well. I promised myself that I would turn one of these ideas I had squirreled away in Evernote into an article and would post it tomorrow. Then tomorrow became the day after that and now a month later, I am confessing that those excuses didn’t write the article. Only writing it did. All my efforts to procrastinate could have been directed to writing and my track record would have been preserved. In this case, this is a practice I do primarily for myself, but I see the same pattern in other more important matters. It is time to retire some of my well-used and worn out excuses and perhaps you need to do the same.
This article was originally posted on LinkedIn Pulse
Guest article by Elita Torres with Lead Grow Develop.
As a leader, one of our most important responsibilities is keeping our workforce engaged. Typically, that may mean adopting your leadership style to match the needs of your team. However, with the millennial generation joining the workforce, it is not enough for leaders to have to adapt their management style. Employers may need to look at their engagement policies as well.
Millennials or “Generation Y” are defined by many as those individuals born between 1982 and 2004. According to the Pew Research Center, there are now 75.4 million Millennials, surpassing the 74.9 million "Baby Boomers," those born between 1946 and 1965, as the largest segment of the U.S. population.
If Companies are to keep engagement a priority, they need to understand what drives Millennial’s motivation. Is there a need to change one’s style to adapt to this different generation? With so much focus on Gen Y, it pays to take notice.
A recent Deloitte Millennial survey uncovered some interesting facts about this generation:
- During the next year, if given the choice, one in four Millennials would quit his or her current employer to join a new organization or to do something different.
- Millennials judge the performance of a business on what it does and how it treats people.
- When asked, “What are the most important values a business should follow if it is to have long-term success?” They responded that businesses should put employees first, and they should have a solid foundation of trust and integrity.
- Seven in ten (70 percent) Millennials believe their personal values are shared by the organizations they work for. This rises to 80 percent among the most senior Millennials and 82 percent for those intending to stay for at least another five years. This is a strong indication that Millennials choose employers whose values reflect their own.
What values are important to Gen Y? Working for a company that:
- Provides a good income to employees
- Is the best possible place to work
- Focuses on improving the skills of the workforce
- Provides services and goods that make a positive difference to people’s lives
- Generating and supporting jobs
It sounds similar to previous generations. After all, which generation doesn’t want to get paid well or work for a company where they can improve their skills? The main difference is Millennials are not willing to wait for a company to get it right. Their level of loyalty is lower than previous generations. Remember the first statistic from the Deloitte survey? 70% would quit their job to do something different.
Leaders and companies can no longer afford not to put employee engagement first.
Here are 7 Mistakes to Avoid in Leading Millennials in the Workplace
1. Not Being Clear on Career Opportunities
Surveys show that millennial workers rate training and development as an employee benefit three times higher than they rate cash bonuses. It starts with a set onboarding plan and continues with a development plan that focuses on elevating their employees’ skills. Find ways to challenge them through stretch projects.
2. Establishing Your Authority through Power
If as a leader, you attempt to display your authority through your position or power, you will not achieve consistent success. In order to motivate millennials, establish authority through relationship and respect. Leaders need to forget top down management and now focus on side to side management.
3. Micro-Managing
“The new-era employee assumes they can and should contribute to conversation and decisions that affect where they work,” says Lisa Orrell of San Francisco Bay Area-based consultancy, The Orrell Group and author of Millennials Incorporated. Meetings should be open, collaborative sessions in which everyone is encouraged to share ideas.
Explain what needs to be done and what the end result should look like, but trust them to get there on their own.
4. Under Emphasizing the importance of Company Culture
Establishing a solid company culture has always been important but never more so than now. If they believe that their values are being shared by the company they work for, their loyalty increases. Make sure your company vision is clear and is reflected in your business decisions. When identifying and building your company culture, focus on the team and not the company.
5. Not Investing in Technology
If you have outdated technology, you will quickly frustrate your employees. Millennials are comfortable with all the latest tech and expect it from the place they work for. They have become reliant on technology for just about everything.
6. Not sharing
Transparency and open dialogue is key. If you don’t take time to connect with your employees, you will lose their interest fast. Don’t assume you know what gets them motivated and have that dialogue with them.
7. Not Reconsidering the schedule
It may not be an option in every work environment, but if you can make work hours flexible, you will be meeting an important benefit. Replace the regular 9-5 work routine and try to work around a schedule that is a win-win for both employee and company.
The good news is that you can get to know what your Millennial workforce needs by just asking. They expect transparency, but are transparent themselves. Just ask.
Our guest blogger is Elita Torres is a Regional Sales Director and Blogs at Lead Grow Develop. She writes post on Leadership and Personal Development as well as a #5MinMotivation series. Elita can be found @ElitaTorres1 on Twitter and on Facebook at@LeadGrowDevelop.
It was great to collaborate with Elisa Torres to bring some new perspectives to the readers of LeadGrowDevelop for the article below:
In every organization, there are those that are identified as key contributors to the success of the business whether they have exceptional technical skills, great relationships throughout the company and with customers, or a track record of delivering results. We often call these “high performers.” Research shows that high performers can deliver 400% more productivity than average performers. Said another way, every dollar you spend nurturing a high performer to even greater levels of achievement, could return 400% over investments you might make in others. It is worth the effort.
Here are five ways to nurture high performers in your organization.
- Let them know they are a high performer in the company
Tell them that their contribution matters and that their future with the company is bright. Because every person is different and frustrations and challenges come every day, you should plan on telling them often and in different ways. Tell them with words, with recognition, with opportunities, with advancement, and in their compensation. Early in my days as a manager, I would gather the team together periodically and hand out trophies (yes, literal trophies, recycled from a thrift store) to recognize employees. I like to write notes of appreciation and have used team and individual gifts to call attention to great performances. I use our quarterly review conversations to remind high performers that they are valued by the organization and reflect on all the progress and achievements they have accomplished. - Give them an opportunity to profit from the company’s success
You should be paying your high performers well. According to research from Oxford Economics and SAP Success Factors, the number one contributing factor to job satisfaction is base pay, followed shortly by bonus incentives. Special attention should be paid to those high-performers who have had long tenure in the organization and whose annual raises might not have kept up with competitive market pay rates. But even more important than base salary for those with growth potential, is the opportunity to align their pay with the performance of the company overall. Many companies have bonus plans or profit sharing for employees, and those are great programs to leverage for high performers. But you might consider other programs as well. A special bonus for finishing an important project, an incentive tied to achieving a certain group goal, or even a retainer bonus tied to working through a particular date of importance to the organization. Find creative ways to compensate your highest performers and you will find them being more creative to grow the business. - Keep them accountable
Just because you are telling your employees that they are valued and critical to the business success, doesn’t mean that key employees should be coddled or that they can do no wrong. In fact, it is the opposite. It is like a coach who is hard on their best players, because they see their potential. Randy Pauch in his book and lecture entitled, The Last Lecture, he told a story of playing sports under a demanding coach. His conclusion was that “when you’re screwing up and nobody says anything to you anymore, it means they’ve given up on you.” So, if you have employees that you have not given up on and in fact you see incredible potential, you should spend more of your time and effort helping them to achieve. Encourage not only your effort, but get other managers and executives in the company to invest their time to give high potential employees the most resources possible. - Help them see their potential
For many high performers, they know what might have made them successful in their current role, but they might not see clearly what they have to strive for. This is where mentoring, networking, education, and even executive coaching can play a role. Success, they say, is contagious. So put your best performers in position so that they can see what world-class performance in their field looks like and they can create their own plans. Research shows that high performers show a tendency towards self-directed learning and in fact, that is one of the ways to identify high performers who have head room to grow beyond their current roles or contributions. Early career employees often don’t know what might be possible and need someone to show them the way. - Align their career goals with the company’s goals
We all know the cost (in both hard expenses and soft cost distraction) of losing a key performer. So, it is important to collaborate to create a career path that aligns the company’s goals for low turn-over and high productivity, to the employee’s goals for personal growth and financial rewards. Career paths no longer fit solidly on rungs on a ladder, so as a leader you shouldn’t limit your own thinking either. Not every key contributor or high performer wants to be a manager, wants to take an international assignment, or shares the same motivations. A one-size-fits-all approach doesn’t work in today’s business environment.
As you prepare for some well-deserved R&R at the end of the year, you might want to catch up on some leadership reading. Besides the perineal favorites like Seth Godin and the ever-prolific HubSpot blog, here are a few you might want to add to your reading list in 2017.
- Leadership Freak
Dan’s provocatively-titled blog focuses on servant leadership principles. - Lolly Daskal
Lolly’s writing focusing on self-awareness in leadership - Brian Solis
Brian writes about the intersections of technology and user experience with unique editorial - Conversation Agent
Valeria is a thoughtful writer who brings an academic bent to the broad-reaching topics related to communication and branding. - Heidi Cohen
Heidi prides herself on actionable marketing insights and she has some great data and infographics on content marketing. - Grow Blog
Mark has assembled a great team of contributors to his blog and the insights there are pithy and interesting. - Michael Hyatt
I personally like Michael’s quote card images (but you know I am a sucker for these). - John Maxwell
John’s posts are short and thought-provoking. - Skip Pritchard
Skip writes about leadership from a practical perspective. - Leadership Now
As an avid business book reader, I appreciate Michael’s summaries of new publications worth checking out. - Great Leadership
Dan and his guest collaborators, cover a range of topics from employee development to conflict. - The Context of Things
I like Ted’s style, which mixes trend watching with leadership with a dose of self-depreciation. - Leader Chat
David, who works for Ken Blanchard companies, publishes a mix of articles that are how-to for managers, especially those dealing with difficult issues. - Berger Leadership Blog
Dan is with the National Association of Federal Credit Unions (NAFCU) and he writes from a practical perspective about the challenges and rewards of leadership.
Here is a few more from marketing vendors who write about topics of particular interest to marketers.
- https://radius.com/blog/
although focusing pretty narrowly around Radius’ predictive tools, they provide some great round-ups, so when you are done with this list, check theirs out as well! - https://mention.com/blog/
Mention provides a range of services, but their blog is a treasure-trove of specific how-tos related to digital marketing and media monitoring. - https://www.semrush.com/blog/
semrush is another tool-kit maker and their blog is practical and action-oriented for marketers looking to up their digital game. - http://www.roojoom.com/blog/
The Daily Lead is about storytelling on digital platforms. - http://www.oktopost.com/blog/
Oktopost is a service provider who offers great content on B2B digital marketing techniques and best practices.
Okay for those keeping count at home, there are more than 17 on this list. There is simply a lot of great material out there and if you are interested in being a better leader in 2017, we can always use more inspiration.
Honest feedback, delivered with good intention, is an absolute gift. It is hard to give. It requires a sacrifice of pride, poise, and position. It often requires speaking truth to power, which can be difficult and vulnerable. But there is a spectrum of feedback that might require different approaches.
Telling someone they have “spinach in their teeth” is one end of the spectrum. The bolder of us might even point that out to a stranger, but many of us struggle to do this with our own friends, family, and co-workers. We figure they will eventually figure it out. This is a problem we all have faced, we are always thankful for the quiet aside that helps us fix it, and yet we sometimes don’t offer the same courtesy to others. This is an example of feedback that people are generally happy to hear, from someone they know and trust, as it saves them from embarrassment with others.
The other end of the spectrum is telling someone that their “baby is ugly.” Maybe not their literal baby, but perhaps their pet project at work, their big idea, or their latest obsession. It takes a lot of courage to tell someone something they will be ungrateful to hear. They might not understand. They will likely question your motivations. The feedback might fall on deaf ears or, worse, backfire. We have all heard those cautionary tales of whistle-blowers being fired, but in most cases it isn’t that dramatic, but can still feel vulnerable.
So, how do you approach giving feedback along this spectrum? I find it always useful to preface your message with a reminder that you like them and want the best for them. The spinach in the teeth might only require an “I figured you’d want to know” to start a conversation. A bigger, more emotionally tinged, situation might require you to tell them that you care about them and the company and that is what is prompting the feedback.
Always go to the person directly first. In a personal way, like face-to-face or over the phone is best. Emails or text messages are often taken harshly or misinterpreted, but that can work as well depending on the relationship. Feedback like this should never be given publicly, as that makes everything worse.
What kind of feedback have you given and what have you learned about doing it well?
This article was originally published by the Technology Association of Oregon.
The Technology Association of Oregon (TAO) is hosting an auction to benefit STEM (Science, Technology, Engineering, and Mathematics) education programs and it could be your chance to sit down with Jennifer over a glass of wine.
The educational programs play a key role in the sustained growth and stability of the economy and are a critical component to the future success of the Oregon and Southwest Washington technology industry. STEM education creates critical thinkers, increases science literacy, and enables the next generation of innovators. This year TAO announced their first annual Tech Exec Online Auction to benefit the work of STEM education programs Innovate Oregon, iUrbanTeen, Oregon Robotics, and Portland YouthBuilders.
Jennifer Davis is excited to participate in this year's Tech Exec Auction. Beginning today, September 19, through September 22, individuals and companies may place bids to spend time with a local Tech Exec. Jennifer, along with colleague Sam Phenix, Vice President of Research and Development at Planar, a Leyard company, will be offering "Pixels & Pinots" – a tour of the Planar Headquarters office in Beaverton, Oregon and a jaunt around wine country.
Learn more at the TAO Auction Portal.
This month, I presented at the luncheon series for the Portland Chapter of the American Marketing Association (or AMA-PDX). The presentation that I delivered has been reconfigured into an eBook which is now available for free download.
This ebook outlines three approaches for finding inspiration for your business or products in the most unlikely places and shares some case studies. From Charming Charlie retail stores, to the National Basketball Association (NBA), to "So You Think You Can Dance?" on FOX, the stories illustrate how to find new approaches, broaden your perspective, and to make the most out of all of your experiences.
Feel free to share this post and the eBook with others that might be interested. You can tag me on Twitter @jenniferdavis.
In my career, I have been on all sides of mergers and acquisitions (M&As), having led integration efforts for businesses and more recently with my business, Planar, having been acquired by Leyard.
I liken the success of M&As to the work of two experienced dancers coming together for the first time.
Each partner brings his or her own strengths and style of dance, and each partnership creates something new and different.
In the same way, M&As require the participants to learn a new dance, one that takes effort and communication to get it right.
Here are five lessons that the world of dance holds for successful M&As:
1. The choreography sets the pace
It’s important to know what dance is expected. The foxtrot, the tango, and hip-hop are all different and require different moves and skills, so it’s critical to understand what to prepare before the music begins.
In the same way, a successful acquisition requires integration planning to ensure that everyone is prepared for what lies ahead.
Knowing the dance is one thing. Knowing how to adjust to a new partner is another. Without a plan of attack and clear communication, confusion and ambiguity can strip the combined organization of its productivity.
2. Clear roles and responsibilities matter
As with any dance, it’s important to determine who is leading and who is following. In M&A transactions, this is often clear, as one company acquires another or new organizational charts are established.
When Leyard acquired Planar, steps were taken to identify the roles and responsibilities of individuals, taking adequate time to determine who would be leading.
Nothing is perfect, of course, but clear roles and responsibilities, especially in the leadership ranks, help keep people focused on the dance, not on the backstage drama.
3. Successful integrations require listening and forgiveness
Despite the best efforts at communication, even the most experienced dancers can step on each other’s toes. Looking back over the integrations I have been involved with, I can think of dozens of missteps; times when I rushed something that required more time and coordination. Times when customers or employees were unnecessarily surprised by change.
While missteps like these are normal, it’s important to learn from them and turn them into opportunities that build trust. By being humble and open, the dance itself can teach all parties what it means to be a world-class partner.
4. Trust is at the core
Dancers often hurl their bodies into the air expecting to be caught, but before they do, they need to trust the strength and technical skills of their partner.
The same is true of M&A integrations, and what can build trust and teamwork faster than anything is obtaining a common view of the problem.
Business leaders talk about facing the truth, measuring performance, and being data-driven. All of these help people with different perspectives to see the same set of facts and share the same sense of urgency, ultimately creating a foundation for cross-functional teamwork.
5. Teamwork takes time
Experienced dancers may make it look easy, but even they will dance more smoothly and confidently the more practice they have with a particular partner.
So what happens when you go right from rehearsal to the stage, as is the case with most M&A integrations? This is where experience and attitude play a huge role.
Leyard acquired Planar, in part, due to the strong and established management team, and the team’s previous experience acquiring and integrating companies has already proven useful in navigating the current transition. Today, we are six months into the integration, and although it is still early, we are making real progress towards the success of the combined company.
This article was first published on the American Business Journal's BizJournals.com website.
When a company reorganizes, hires a new leader, or when an individual’s job responsibilities morph into a new role – a common phrase is often heard when the changes are introduced, and that is “change is hard.”
But change is also necessary – for businesses to address new competition or expand into new markets, and for individuals to grow in their career.
While it can be hard, change by itself has never killed anyone. As a species, we can deal with change and are quite adaptable. Employees might worry about changes to the organization or their work assignments, but at the end of the day, they will survive.
The contrary – not changing – has led to untold fatalities of organizations. Not expanding to new market conditions, not adapting to new laws and regulations or addressing new competitive threats have all buried businesses. Without some capacity for change, individuals can’t grow, learn something new or do something better. Organizations, too, thrive because of change, not despite it.
When Change Leads to Ambiguity
The real danger in change, I believe is it’s traveling partner: ambiguity. Without clear direction, ambiguity kills. When the new is introduced into the corporate strategy or into the task list without explanations of why the changes are needed or the new desired outcome, the death of productivity and teamwork quickly follows. Unclear of what is expected of them, employees lose motivation and confidence. Without the ability to help each other, co-workers lose their sense of team. Conflicts arise based on misunderstandings of the priorities and urgency. Employees can revert to old, outdated ways of working or dive headlong into unnecessary disruption, filling in the gaps of the strategy with their own fears and hopes. The organization’s ability to change is sabotaged by the ambiguity that accompanies it.
So, what is the antidote to ambiguity? How can we deal with the fact that there will be unknowns in our business world? How can we conquer these unknowns without losing our productivity and teamwork?
In his book The Five Dysfunctions of a Team, author Patrick Lencioni outlines the idea of “clarity even in uncertainty.” He proposes that the role of the leader is to create clarity (in job roles, goals, priorities, plans, etc.) for their teams, even if many things are uncertain. Sure, those roles, goals, or priorities might change over time (and per my earlier point, we certainly hope they do to keep up with our ever-changing world), but in the meantime, people know what they should do and that what they do matters.
How to Avoid the Pitfalls of Ambiguity
I have learned these five steps to help our team embrace change and avoid the pitfalls of ambiguity.
1. Provide Background
While it is not always possible to disclose the details of why a teammate is no longer on a project or a new rule must be implemented, providing the team with background information, even at a high level, about why the changes are necessary and how they will help improve the situation moving forward helps employees feel informed and part of the solution.
2. Clarify New Goals and Desired Outcomes
Changes are usually made to improve the company, team or individual. Clearly outlining the anticipated improvements will motivate and empower employees, giving them the confidence that the changes will ultimately be for the better of the company, team or individual. Paint a clear picture of the new destination.
3. Provide Clear Assignments and Direction
Eliminating as much vagueness as possible will help employees follow the new direction. Pairing changes with clear direction encourages employees to embrace the changes. Managers might find that in times of change, they need to be a bit more prescriptive than they might have otherwise been.
4. Be Available
Questions and concerns will undoubtedly arise. Being available to answer questions and address concerns will help resolve ambiguity and create transparency between leadership and the team, giving employees the confidence to embrace the new direction. Stay involved to provide updates, as goals are met and plans fluctuate, to adapt to the ever-changing situation.
5. Jump in with Enthusiasm
Show the team you are adapting to the changes yourself by being flexible and nimble. Celebrate when changes have improved results and where teamwork is thriving. Have confidence that the changes will lead to new opportunities and be passionate about helping the team avoid ambiguity.
And throughout, when you are facing times of uncertainty, focus on the things that you know or can control before ambiguity has a chance to kill.
This article was first published on A Thin Difference.
It's back to school and my mind returns to a great organization that I got involved with last year: Marathon Scholars. We identify high-potential, low-income students in the 4th grade and walk with them, providing them mentoring and a college scholarship, until they complete their bachelor's degree. We do that through an interesting approach that starts and ends with results in mind.
First, we measure and hold ourselves accountable to the right thing: college graduations. Not college enrollments. The statistics around low income and first generation college student graduation rates are deplorable and often these same students, with great potential and good intentions, apply and are accepted into college, but then cut their academic careers short of a degree (and the earning potential and opportunity that brings), but take with them student loans that can further burden their future. Marathon Scholars takes seriously their commitment, and that of the student scholar and their parents, to complete college and is delivering great results. Scholars in our program are 6x more likely than their peers to complete their degree.
Secondly, we start at the right time: 4th grade. We select students in the Portland Metro and SW Washington area through an application progress and pair them with mentoring resources to help with individualized guidance, advising, and college prep programming for the next 12 years. This is critical for students who might be the first in their family to ever consider a college education. In addition, they receive the first of their college scholarship, donated month-by-month over by a sponsor who also partners in their potential. 4th grade might seem like too early to be talking about college, but it seemed to me to be the perfect time. Before they must persevere through advanced math and English classes. Before they start making life-impacting decisions that would later affect their college readiness. Before they are told that they are not college material, Marathon Scholars reminds them that they are!
I welcome you to join me in this good work. You can participate in many different ways, giving your time or resources to this great cause. Our scholars are in need of mentors, who can work with our students at different phases of their educational journey to help them arrive at a new and promising destination: the life of a college graduate! Contact the staff at Marathon Scholars for more information about volunteer opportunities.
You can also follow Marathon Scholars on Twitter, Facebook, subscribe to this blog, and via our email newsletter which you can access on this website. While you are there, you can also check out the great video of what mentoring means to these scholars. And mark your calendar for the upcoming gala fundraiser on March 4, 2017. We’d love to see you there!
While American Idol recently said farewell finishing its final season in 2015, it was once the most loved television show in America. Looking back on the early days of the show, we learned that there are three types of judges in this world.
- The Simon Cowells - harsh and brutally honest (ahem, rude) with their criticism, but usually accurate
- The Paula Abduls – sweet and supportive of all the contestants with genuine concern for their success
- The Randy Jacksons - fun loving, knowledgeable, with a knack for soul
So, I am set to judge the Max Awards for the American Marketing Association’s Portland Chapter this year and I am wondering what kind of judge I will be. Coming from the client-side, instead of the agency side, will I be quick to criticize or encourage? Will I keep my comments short (like the commercial break is approaching) or provide specific guidance? And like the open auditions, will the entries provide me enough information to truly judge the talent of the submissions?
Get your submission in by this Friday, August 26th and let’s find out what kind of judge I will be!
Jennifer Davis shares about Planar System's recent successes and about her work with Marathon Scholars in an interview with Hayley Platt on Output PDX.
American Marketing Association’s Portland Chapter Max Awards 2016 are underway and Jennifer will be judging the projects to determine the most talented and exceptional marketers in the Portland area.
The submission window is open until August 26th and they welcome agency submissions in a variety of categories ranging from print to social, from branding to video, from email to integrated campaigns. The awards will be announced in September. Nominate your projects at http://ama-pdx.org/maxawards/.
I am joined on the judging panel by industry luminaries Kerry McClenahan, Tore Gustafson, Simon Tam, Bill Piwonka, and Lisa Williams.
"Your job as a leader is to be right at the end of the meeting not at the beginning." - Art Gensler
As a professional woman, you’ve probably dreamed of making an impact in the community, beyond your role as an industry leader or executive. “If I only I the time,” you might have told yourself, “I’d tackle world poverty. Or start a nonprofit foundation. Or work on a cure for cancer.”
Indeed, women are the nation’s most prevalent volunteers, with more than 28 percent giving their time, compared to 22 percent of men. Part of the reason may be that women intuitively understand that their responsibilities extend beyond payroll and profits. “Women are hard-wired to be engaged in their communities,” says Dr. Val Hannemann, a psychologist in Flagstaff, Ariz. “Volunteering connects women. They share, they compare, and they adopt new strategies to make a difference in the world.”And let’s not forget, most volunteers are recruited by volunteers and so women have a tendency to invite their female networks to engage in their projects.
Yet the reality is that many women who volunteer their time work part-time or not at all. In fact, women who are primarily care-givers or homemakers can become “professional volunteers.”On the other hand, time can be a major issue for professional women, who may have less flexibility in their schedules or priorities. If you’re like a lot of working women, you’re probably already juggling family, children, and your health —in addition to a demanding job. Yet if you haven’t carved out the time to volunteer, it may be time to reconsider. Yes, making the world a better place is important for its own sake. But it’s also a critical part of your professional development strategy. Here are six reasons why you should make the time:
You’ll build your experience base
Volunteer work can play an important role in helping you get the experience you want in your career. These opportunities provide great opportunities to learn new skills, interact with mentors, and build your portfolio. And, of course, you can list volunteer opportunities on your resume and LinkedIn profile, alongside your paid work.
You’ll expand your network
The old adage, “It’s not what you know, but who you know” is true. Furthermore, it is really about who knows you. Volunteer opportunities allow you to build relationships outside your normal circle of friends and colleagues, helping you to broaden your network of folks who have had positive interactions with you and are inclined to think of you when opportunities arise.
You’ll broaden your perspective
By working with a different set of people and challenges, you’ll inevitably widen your perspective. Volunteering can pull you out of your comfort zone, forcing you to tackle new problems from different angles. It can also give you profound new perspectives that can shape both your approach to life and the way you show up on the job.
You’ll hone your leadership skills
As a volunteer, you can do things that an employee can’t. You can work outside the organization chart. You can seek out new opportunities for growth and involvement. And you can make connections between organizations. With the right volunteer opportunity, you’ll gain experience setting a vision, developing strategies, raising funds, motivating people, and reconciling conflicting perspectives—all essential leadership skills. And you’ll have the opportunity to practice those skills in a safe environment—and then apply them back at work to make yourself more visible and indispensable.
You’ll position yourself for promotion
A volunteer opportunity outside of work is a great way to demonstrate your readiness for the C-suite. By sitting on the board of a local nonprofit, managing a community-based initiative, or organizing a volunteer program for your own corporation, you’ll be required to tackle many of the same issues faced by top executives within your company. Moreover, taking on a leadership volunteer role “send(s) the signal that you aspire to leadership potential,” says leadership coach Muriel Maignan Wilkins. Indeed, taking on the right volunteer opportunity can earn you recognition as a leader—helping you to get the promotion you desire.
You’ll do good for others—and for yourself
Last, but not least, volunteering is vital to the health of our communities. You already bring so many skills to the table, and using them for the greater good makes the world a better place. At the same time, serving others gets you out of your own head and puts your own worries and problems in perspective. Research has shown that volunteering helps people feel more socially connected, wards off depression, and may even contribute to better physical health like lower blood pressure and improved memory. So, do yourself some good by doing good!
This article was published on The Glass Hammer.
Jennifer Davis will be attending the Women of InfoComm Network Breakfast on June 9th at 7:30AM in Las Vegas. This is an inspiring community of men and women who are committed to supporting and empowering women who work in the technology and AV industry.
To join the discussion about the challenges that women in the AV industry face, identify areas of support, and exchange ideas, please register for the breakfast.
Left to Right: Paul Apen, Chief Strategy Officer at E Ink Corporation, Greg McNeil, Vice President at Flex, Jennifer Davis, Chief Marketing Officer at Planar/Leyard International, Steve Squires, Chief Executive Officer at Quantum Materials Corporations, Al Green, Chief Executive Officer at Kent Displays, and Sri Peruvemba, Head of Marketing at SID
At SID's Display Week 2016 in San Francisco last week, Jennifer Davis took part on the panel of an Exclusive CMO Forum where industry experts shed light on market trends, solutions for supply chain challenges, industry best practices- and much more.
"Don’t say 'yes,' just because saying 'no' is scary."
- Isabelle Roughol talking about Volkswagon engineering cars to cheat emissions test instead of admit that they fell short of their public emissions goals
“Unable to reach the lofty PR goal, engineering chose to lie rather than disappoint the boss, which is how every other corporate disaster begins,” she continues.