Communication strategies

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Satirical Laughter and Dissenting Silence as a Strategy for Positive Change

Published December 30, 2016 by Mayrbear's Lair

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According to author, educator, activist, Parker Palmer (2004), who is also the founder of The Center for Courage & Renewal, satire is a component that oppressive and corrupt leaders fear most. Palmer explains that when giggles turn to thunderous roars of laughter around a corrupt regime, it can rock the very foundation of that power and profusely shake the political seismograph. To prevent the shakeup from gaining momentum, a leader who embraces a dictator leadership style, for instance, will: (a) make a concerted effort to suppress satirists whenever they are able to; (b) eliminate them when their attempts are unsuccessful; and (c) remain vigilant for signs of satire arising from the underground (Palmer, 2004).

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In a democracy like the U.S. however, a form of government where the supreme power is vested in the people and exercised directly by them or their elected agents under a free electoral system (Democracy, 2016), citizens are guaranteed the freedom of speech because of the First Amendment of the Constitution. This gives ordinary citizens the right to ridicule the powerful. In short, ordinary citizens have the power to exercise their right and speak the truth, especially if that means bringing down a corrupt system and their leaders, as history can attest.

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If the United States were set up as a totalitarian state – “a form of government that does not tolerate parties of differing opinions and exercises dictatorial control over many aspects of the lives of people” (Totalitarian, 2016) citizens would face different consequences sharing views that were not in alignment with that of their oppressive government. In the meantime, democracy is constantly under attack from a brand of politics that is driven by greed and seduced by an arrogance of power disguised as something patriotic and/or religiously significant. In his book, A Hidden Wholeness, which focuses on strategies that build Circles of Trust, Parker Palmer explains this concept more eloquently. Using the classic fable from Hans Christian Andersen’s fairy tale, The Emperor’s New Clothes, as an example, he explains about the political ramifications of both laughter and silence.

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In Andersen’s famous fairy tale, con men posing as tailors come to town convincing the Emperor to pay big bucks for a new outfit. To maximize their profits, the con artists make the sartorial out of thin air and convince the Ruler that only the unenlightened and the foolish will not see the new garments. To avoid being identified as an imbecile, the Emperor agrees to parade stark naked throughout the town – while citizens applaud the unique new clothing, not wanting to disrespect their Ruler’s actions. This scene provides a classic example of citizens living in what Palmer describes as a “divided life” where both Emperor and townsfolk alike know the truth inwardly, but support that lie, outwardly  (Palmer, 2004) .

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The only person in the fairy tale with the cleverness to crack this illusion of fools was a young child who simply stated that the Emperor was naked. Although the child’s fearful father attempted to silence the little one, it was that innocent outcry, that freed the townsfolk from further supporting their lying eyes. This action in turn instigates the wave of recognition which confirmed to citizens that their beloved Emperor was traipsing around in the buff. It was the one simple act of an innocent child, who merely described what he witnessed, that freed the rest of the citizens from the deception.

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Palmer suggests that the message communicated from this kind of awareness is simple: citizens will no longer conspire in supporting the illusions that help corrupt leaders maintain control. He further postulates that by withholding support rather than falling into silence, citizens are taking small steps toward withdrawing their consent which in turn plays a significant role for leaders who engage in misconduct and wish to maintain their abuse of power. In short, when people no longer affirm, pretend to affirm, or give meaning to an unethical form of nationalism and/or religious symbols that corrupt leaders implement  – citizens can affect positive change. Instead, Palmer stresses that citizens will discover that from this vantage point, they are in a much better place to laugh at corrupt leaders, rather than laugh with them by using this silence as a means of dissent from their corruption, rather than expressing compassion towards these misguided leaders (Palmer, 2004).

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In conclusion, Palmer’s research work helps us comprehend that satirical laughter and dissenting silence are two forms of nonviolent strategies that can help ordinary citizens become agents of positive social change. People who turn to strategies of nonviolence when confronting or exposing leaders that impose cruelty and injustice, have a much higher claim to good manners than those same leaders who hide behind piosity and patriotism to encourage and justify economic, military, or domestic violence (Palmer, 2004). In today’s ever changing climate, these are very real concepts leaders must consider when faced with issues that could lead to corruption and misconduct. Implementing an effective proactive strategy can be the key that helps motivate positive action from leaders as they continue to work on raising their own levels of awareness in an effort to achieve their goals with integrity and the support of the community.

That concludes our analysis on affecting positive change using satirical laughter and dissenting silence as strategies. Thanks for stopping by! We really appreciate and value your time. We’re also grateful for the opportunity to share the research work that motivates us, as well as offer a few insights from our own experiences which helped inspire this work. Next time, we will take a closer look at identifying attacks on the human spirit and discuss how these assaults may be interpreted as violent acts, which we may not even be aware of. We will also examine nonviolent solutions leaders can rely on as more effective problem solving strategies … until then, keep working on evolving your leadership skills!

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“Laughter need not be cut out of anything, since it improves everything.”

 – James Thurber

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit “Author Central” at amazon.com:

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References:

Democracy. (2016, December 28). Retrieved from dictionary.com: http://www.dictionary.com/

Palmer, P. J. (2004). A Hidden Wholeness. San Francisco, CA, USA: Jossey-Bass. Retrieved December 28, 2016

Totalitarian. (2016, December 28). Retrieved from dictionary.com: http://www.dictionary.com

 

Summer Vacation

Published June 30, 2016 by Mayrbear's Lair

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“Love is such a deep gratitude. When you are truly in love with life, every breath you take is gratitude.”

― Bryant McGill

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2 organizational management business skills publications nov 2014

For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s “Author Central” to view:

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Summer Break and the Reality of Abundance

Published June 7, 2016 by Mayrbear's Lair

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A Mindful Moment

This week we are launching a new Mindful Moment summer break series. We begin by taking a closer look at the reality of abundance. World renown author and alternative medicine pioneer, Dr. Deepak Chopra postulates, that in order to experience the reality of abundance in our lives, we can begin by taking time to witness examples of abundance within and all around us. He suggests that by creating a list and referring to it throughout our day, that within no time, we will start to see the myriad of riches the universe presents in every moment, and begin to experience true abundance consciousness (Chopra, 2014).

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That’s it for now. In the meantime, for today’s summer break mindful moment exercise, let’s remember to observe the abundance that surrounds us.

Until next time …

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“Abundance is a state of mind in which you believe you are intrinsically creative. You recognize that the universe is abundant, and that you are an expression of the universe.”
Dr. David Simon

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

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References:

Chopra, D. D. (2014). The reality of abundance. Retrieved June 4, 2016, from choprameditationcenter: https://chopracentermeditation.com/experience/index/3

Holiday Winter Break

Published December 11, 2015 by Mayrbear's Lair

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“One person with a belief is equal to ninety-nine who have only interests.” ― John Stuart Mill

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

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Holiday Winter Break

Published December 7, 2015 by Mayrbear's Lair

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Happy Hanukkah to everyone celebrating this week!

We are on a winter holiday break. Our posts during this time will be focused on some of the things that inspire joy and happiness during this time of reflection. In the meantime, we will return next year with all new adventures!

Until then … Happy Holidays! Enjoy the joyfulness of the season!

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“The road to self-discovery often calls for the clearing away of the underbrush of ignorance, fear, superstition, and a sense of isolation that has made us feel that we are unworthy, unholy, and lost. In the divine providence of good, salvation is unnecessary but self discovery is essential. We do not save that which was lost; we merely discover that which needs to be found.” –  Ernest Holmes

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

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Leadership and The Happiness Advantage (Conclusion)

Published December 4, 2015 by Mayrbear's Lair

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Today we conclude our discussion on how the happiness component can affect our decisions as leaders. During the Dave Ramsey’s EntreLeadership podcast, hosted by Ken Coleman, Shawn Achor, the author of The Happiness Advantage (2010) also revealed that another significant component which contributes to a person’s state of happiness, is their level of social connection. For instance, as the recent terrorist attacks in Paris unfolded, it was clear that what held them together was their strong sense of community. In fact, Achor’s research work revealed that during catastrophic events like that which occurred in Paris, a level of depth and meaning in their country’s social relationship is so strong, that as the rest of the world witnessed, even in the midst of chaos and the threat of death, the citizens of Paris showed they were still able to find significance and joy in their lives. In fact, scientists now acknowledge that the social connection factor is not only one of the greatest predictors of long-term happiness, but like obesity, high blood pressure, or smoking, it is also a predictor of the length of an individual’s life.

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Additionally, Achor’s research revealed that people who implement positive habits in their lives were also more prone to building social connections; and people who are more socially connected with others, are in a better position to decrease negative patterns in their lives. This is why the most successful leaders will surround themselves with positive people. This is a proven strategy that once implemented, can help transmute pessimistic employees with negative attitudes into a team of optimistic staff members with positive attitudes that are motivated to work forming a cohesive unit to achieve productive outcomes. In short, leaders that choose happiness as a strategy are more likely to inspire others, including colleagues, potential clients, family members, and friends, to become more positive with a joyful willingness to engage in the world around them.

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What is so promising about this research work is that it means that anyone placed in a position of leadership, has the potential to achieve more successful outcomes simply by implementing positive psychology strategies which include happiness and joy as the driving forces. In fact, based on this research, even companies like Google are now focused on training staff members to understand that better sales does not lead to happiness, but instead, joy and happiness are the keys that can lead to better sales.

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So, if you find yourself struggling in a world of gloom and doom, where negative attitudes prevail, the good news is you have within you the power to rewire your brain beginning with a quick two minute positive input intervention! That’s right! Experts in the field of positive psychology have developed and recommend the following exercise to help rewire a pessimistic brain to develop more optimism with positive habits. Beware however! It does require a bit of discipline and a commitment from the individual to invest at least two minutes of their time, first thing in the morning on a daily basis.

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Two Minute Positive Input Intervention

The practice begins by asking the individual to focus on three positive things they are thankful for. Next, the individual is asked to spread that positive energy to another individual by sending an email or connecting via social media like Facebook, expressing their gratitude and appreciation to someone different each day.

Experts recommend practicing this exercise daily for around 21 to 28 days until it becomes a habit. Then let the magic unfold while your network of positive people grows and you feel the joy of an empowered participant who is actively building their world from a foundation of positive habits. Remember, we can’t change what we don’t acknowledge and the science is out … positive leaders can dramatically improve a company’s bottom line. In other words, happiness does have its advantages!

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“With faith you let go. You trust. Whereas with belief you cling.” ― Yann Martel

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

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References:

Achor, S. (2015, November 15). The happiness advantage. (E. Podcast, Interviewer)

Ramsey, D. (2015, November 15). The EntreLeadership.

Leadership and The Happiness Advantage (Part 2)

Published December 2, 2015 by Mayrbear's Lair

Happy-Hands

Today we continue our discussion, inspired by Dave Ramsey’s EntreLeadership podcast, hosted by Ken Coleman, on how happiness affects our decisions as leaders. We begin where we left off on Monday, by examining more closely, the difference between pursuing happiness through pleasure as opposed to pursuing happiness through joy.

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The concept that happiness is not something that can be inherited; rather something that is cultivated, was a huge breakthrough in terms of shifting strategies in the pursuit of happiness. In other words, experts could now expand their focus of study and concentrate on the differences between how some people pursue happiness through pleasure in the achievement of momentary goals; to how others find happiness in creating joyful, positive emotional states of being; a concept which can also help explain why people still experience joy even when when their life may not be so pleasurable.

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During the podcast, author Shawn Achor (2015) explained that the brain registers pleasure as a momentary experience. It is this momentary feeling that causes people to seek different activities like eating chocolate bars or playing fun games. The more pleasure individuals seek, he went on, the more they want to repeat these actions, thus enabling their brain to become used to the behavior. The challenge with this concept is that people become conditioned to seek pleasure. This can result in developing an inability to actually enjoy the journey of the experience. In this mindset, individuals tend to keep seeking bigger, newer, and more innovative goals, which in turn, can prevent them from feeling the authentic joy of the experience or worse, appreciate the accomplishment itself.

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Joy, on the other hand, is sustained over long periods of time. A good example of this is when a person exercises, which, on the one hand, causes temporary pain and discomfort, but on the other, allows them to realize their own potential. Furthermore, they experience the positive physical benefits from the act of exercising as opposed to remaining sedentary from long hours of sitting at an office or relaxing on the couch.

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Equally significant, Achor’s research also revealed that being in a state of joy is not just beneficial to that individual. He discovered that individuals who were in a joyful state also become more connected to the outside world. For example, joyful people attract other joyful people, which in turn prompt them to find more ways to be helpful to others as well. This is because when people are in a joyful state, they want to be better, do better, and help create a better world. This is a transformational state of being; one that motivates people to take positive action with long term consequences, rather than try to grab on to something that only brings momentary pleasure, then watch as it slips away through their fingers.

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To state his position more clearly, Achor shared the following two case studies: During his research work, Achor traveled to collapsed civilizations to conduct interviews about what made people happy in areas of extreme poverty. He was expecting to find communities full of depressed citizens. Instead, he discovered that they were still able to find happiness because of: (a) their optimistic attitude, and (b) they had a firm belief in the power of their ability to improve their situation. In other words, they believed that their behavior mattered; that no matter what happened to them up until that point, their belief that things would get better as long as they kept trying, was the key to their happiness.

Anchor, expecting to interview happy people when he traveled to study wealthy bankers in Switzerland, instead met with deeply a depressed and devastated group of people because they did not receive their yearly bonuses. Achor and his research team were surprised to find this affluent group of well respected citizens so distraught over losing their bonuses after what they witnessed from those who survived collapsed civilizations. What can we learn from those two stores? That the key to the bankers happiness was based on something completely out of their control. The citizens in the collapsed economy, however, were able to remain joyful because they knew the power was within them to change their situation. In other words, their long term happiness was based on how their brains processed the world around them which includes, how they think about finances, family, career, as well as their status in the community.

That’s it for today! Until next time … be joyful in your continued pursuits to build your leadership skills!

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Belief consists in accepting the affirmations of the soul; unbelief, in denying them.” ― Ralph Waldo Emerson

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

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References:

Achor, S. (2015, November 15). The happiness advantage. (E. Podcast, Interviewer)

Ramsey, D. (2015, November 15). The EntreLeadership.

HAPPY THANKSGIVING!

Published November 26, 2015 by Mayrbear's Lair

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We are to rejoice evermore. There is no sadness in the spirit. It is happy and free, for it knows neither depression nor confusion, and we belong to It, are in and of It. – Ernest Holmes

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Thanking Veterans for their Leadership

Published November 13, 2015 by Mayrbear's Lair

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Today we conclude our week of reflection on leadership as a tribute to the Veterans Day Holiday. We will return next week with a continuation of the analysis we began on effective decision making.

Until then … we hope you enjoyed our Veteran’s Day Celebration Series!

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Ethical Competence in Leadership

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(Original post December 2012)

Executives and business thinkers believe that ethical competence in leadership simply translates as leaders having good character. An ethical leader with the right values can set an example for others and resist temptations that may occur. Recent portrayal of business executives however, is often viewed as greedy, competitive and only concerned with compensation. Many of us agree that the basics of capitalism, which include personal gain associated with risk and rewards are ethically acceptable concepts.

Business leaders have become the focus of criticism however, through the revelations of numerous scandals, bad behaviors and outrageous compensation packages. As a result, organizations are under extreme pressure and unparalleled scrutiny to reframe the criteria for what constitutes ethical leadership with emphasis on: (a) behavioral accountability, (b) decisions that affect the enterprise, and (c) establishing reasonable executive compensation – an intensely complex topic that in its simplest terms focuses on the alignment between executive pay and performance. Adding to this is the pay gap between boss and workers that has stretched to such levels, that many find difficult to comprehend as ethical. While incentives intrinsically motivate top executives, arguments and ethical controversies about high sums paid for executive salaries are rarely discussed.

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The Ethical Leadership Factor

The demand for ethics in leadership is rising, yet resources remain low as evidenced by the global recsession. This generation of leaders seem equipped to navigate rather than inspire and guide. One such instance is former Home Depot CEO, Robert Nardelli who came under fire for his management style as well as for the emormity of his pay package. His methods and actions during his reign at Home Depot were considered unorothodox which indicates a lack of emotional intelligence and ethical incompetence. He was described as an individual who radiated enormous energy that always had a need to be front and center.

This attitude wore on the board and employees after a while (Grow, et al., 2007). His specific job-centered and production-oriented militaristic approach reflected a leadership style identified as the behavioral theory which is based on production and task centered outcomes (Baack, 2012). For example, Nardelli implemented systems of operation that concentrated on the technical aspects of production goals, keeping costs in line, following schedules and did so in a warmongering manner using fear and intimation as primary tactics for motivation. Although this method of political intelligence can be effective, most would agree it is an old fashioned mode of leadership that wreaks havoc with employee motivation and participation.

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The former Home Depot CEO’s militaristic leadership style created a climate of anxiety and coercion as the norm. It was a style he adopted as former head of General Electric that was enforced by hiring as many people from the military as possible to maintain this atmosphere. Although this behavior is not considered unethical, his drill sergeant method of management and philosophy along with his command and control style was viewed by the company’s civilian subordinates as counterproductive in an era where collaboration trumped intimidation in getting the job done (Firms of Endearment, 2006). According to insiders, Home Depot staffers never really embraced his leadership style and everyone’s eyebrows were raised by the staggering compensation package he received, especially given the significant loss in profits Home Depot suffered after his taking the helm.

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The Incentive Factor

The emblematic philosophy of nearly every board in America states that executive performance and pay should be aligned. The market for executive labor is highly compliant in paying more for an executive whose performance delivers great results over one who does not; naturally for these reasons incentives matter. Top executives are intrinsically motivated by incentives because they serve as a powerful messaging and focusing device (Ferracone, 2010). The inherent focus is whether there are too many instances when executive pay is high but performance is low.

Within six years of Robert Nardelli’s dynasty, for example, anger stirred among shareholders who saw almost no gains in their share value. Their frustrations were exacerbated by his compensation package that included more than $200 million in salary, bonuses, stock options, restricted stock, and other perks (Grow, et al., 2007). Retired Exxon Chairman, Lee Raymond was reportedly paid $51.1 million in 2005; the equivalent of $141,000 a day, which translates to nearly $6,000 an hour. His salary came with a generous retirement package of nearly $400 million including pension, stock options and other perks like a $1 million consulting contract, two years of home security, personal security, a car and driver, and the use of an Exxon corporate jet for professional purposes. Exxon however, defended Raymond’s compensation as justified, noting that during the twelve years he ran the company, Exxon became the world’s largest oil company shooting their stock up 500% (Hall & Lipman, 2008). Nevertheless, as a result of exuberant compensation packages, executive salaries are now being examined more thoroughly and ethical controversies about the high sums paid are being addressed.

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Close Examination of Compensation Plans

When establishing pay plans, experts ask the following questions to help determine the best executive compensation practices: (a) what is considered fair pay; (b) how much is enough; (c) how much is too much, or too little; (d) what constitutes good performance; (e) how much is good performance worth; and (f) how to maintain a fair relationship between performance and pay, particularly when the market for executive talent is tight. According to Robin Ferracone (2010) in her book Fair Pay Fair Pay, median executive compensation is not an issue. Her analysis takes into account inflation and the increase in median company size over a period of time and concludes that real size and performance adjusted CEO pay, has increased approximately 1.6 times since 1995. This implies a compound annual increase in real performance-adjusted CEO pay of 3.6% (Ferracone, 2010). However, as more executive pay packages like Raymond and Nardelli are exposed, executive compensation practices are under the radar from activist shareholders, corporate governance rating groups, the media, and lawmakers for active change and reformation.

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Recommendations for Pay Reform

The public controversy over executive pay has resulted from the failure of compensation committees to use better practices in establishing CEO recompense. It also constitutes a failure to adequately explain to shareholders both the methodology used and the growing competition for executive talent with private equity funds (Hall & Lipman, 2008). To bring balance to this subject, board of director compensation committees for both profit and nonprofit organizations, are formulating executive compensation reformation plans that provide comprehensive compensation guidance for all board members.

Restoration in equity to the system is imperative. Some strategists believe that better practice tactics should include thorough strategic plans of the company as well as the year-to-year budget policies as factors in the routine operations of compensation committees to help establish goals and objectives for ideal executive performance. Many theorists believe problems with compensation are symptoms of a larger issue of ethics. If leaders are to be encouraged to perform the role of company stewards, then ethics and ethical leadership skills belong at the heart of compensation discussions.  Organizations that are recognized and established as ethical institutions set the stage for effective compensation plans.

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Future Outlook

The political intelligence displayed by Home Depot’s former CEO limited worker freedom in the workplace and created an atmosphere that lacked joy and pleasure. As a linking pin to employees at lower levels, this style of leadership encourages a certain disconnect within the organizational troops. Although a method that adheres to strict codes of conduct is an excellent discipline, in today’s American society, Nardelli’s outmoded approach left an unethical impression on many who worked for him.

For those of us with a deep appreciation and respect for the many who enroll in the military, where a strict disciplinary code is required, especially in combat situations, as civilians we enjoy a more relaxed environment. In other words, most individuals outside the military will not easily become “an organizational fit” working at an institution spearheaded by a leader with militaristic qualities like those Nardelli displayed. Most organizations thrive with individuals whose leadership skills are more in alignment with a leadership approach that centers on the following five basic personality traits: (a) extroversion, (b) agreeableness, (c) conscientiousness, (d) emotional stability, and (e) openness (Baack, 2012). Nardelli, however, displayed a leadership style that was not the touchy-feely type, nor was he open to evolving from a task oriented strategist to focus developing his skills as a relationship focused tactician. He either was either unable or unwilling to adapt and match his leadership style to the atmosphere created in the Home Depot arena described earlier.

To sum up, while high salaries and incentives intrinsically motivate top executives, leadership behavior (especially with the presidential elections drawing near) is now being more closely scrutinized to reveal those who express management styles that lack ethical qualities and emotional intelligence. Although a militaristic approach to leadership is not considered unethical, Nardelli’s governance style was ultimately a model that did not work successfully for the home improvement industry. In addition, the fairness of his compensation package was highly criticized especially since under his leadership the company yielded considerably lower profits. His inability to self-examine, reassess and make changes in his leadership style to blend with his new environment ultimately brought forth an untimely end to his reign at Home Depot. In the meantime, as we witness the current presidential debates, the jury is still out on what constitutes ethical leadership and the parameters that define it.

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“The love of what you do, combined with your belief in what you do, will not determine your success. It will determine how hard you will work and how dedicated you will be to achieving it.” ― Jeffrey Gitomer

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For more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

Mayr’s Author’s Page

References

Baack, D. (2012). Organizational behavior. San Diego: Bridgepoint Education, Inc.

Endearment, F. o. (2006, March 29). Home depot CEO Bob Nardelli’s militaristic management style out of date. Retrieved from Firms of Endearment: http://firmsofendearment.typepad.com/srm/2006/03/home_depot_ceo_.html

Ferracone, R. (2010). Fair pay fair play (1st ed.). San Francisco, CA: Jossey-Bass Publishing.

Hall, F. L. (2008). Executive compensation best practices (1st ed.). Hoboken, NJ: John Wiley & Sons, Inc., Publishing.

Multiple. (2007, January 14). Out at home depot. Retrieved November 28, 2012, from Business Week: http://www.businessweek.com/stories/2007-01-14/out-at-home-depot

 

 

 

 

Veterans Day

Published November 11, 2015 by Mayrbear's Lair

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Wishing everyone an enjoyable Veteran’s Day Holiday!

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(Original Post May 2015)

On Monday we posted a blog that examined various leadership styles and discussed whether being liked is more important than achieving end results. Today we continue this analysis by identifying different kinds of leadership styles. When I conducted research for my ebook, Ethics in the Real World (2013) I discovered that the ability to distinguish and administer information from perceptions, stimuli, and emotional cues defines a person’s emotional intelligence (EQ). The EQ of a person plays a key role in the development of an individual’s ethical perceptions in both their personal and business relationships, particularly for those with constant social interaction.

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A person’s cognitive ability, or beliefs and perceptions about any given situation, for instance, can influence the way they judge, react to, and respond to their environment (Berry, 2013). I also learned that a person’s EQ plays an important role in how individuals discern satisfaction in their lives and create career experiences based on their own values in addition to what that person perceives is acceptable or unacceptable behavioral choices.

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According to Jeffrey Glanz (2002), many studies have been conducted to determine the best style of leadership, and the majority of researchers concluded that the most effective leadership style is one that exhibits varying degrees of the following virtues: (a) courage, (b) impartiality, (c) empathy, (d) judgment, (e) enthusiasm, (f) humility, and (g) imagination (Glanz, 2002).  In other words, these are the components that are at the core in the development and cultivation of successful leadership styles.

On Friday we will conclude our blog posts on effective leadership styles as a conclusion to our Veteran’s Day Holiday tribute. Until then … enjoy your holiday!

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“Man is made by his belief. As he believes, so he is.” ― Johann Wolfgang von Goethe

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Ethics and Breaching Audio book AdFor more information on Media Magic’s digital publications, or to purchase any of our Business Life audio book titles, please visit amazon.com’s new feature called “Author Central” to view:

Mayr’s Author’s Page

References:

Berry, M. A. (2013). Ethics in the Real World. USA: Kindle Direct Publishing.

Glanz, J. (2002). Finding your leadership style. Alexandria, VA, USA: Association for Supervision and Curriculam Development (ASCD).