Like or Dislike: 0  0

Like or Dislike: 0  0

Like or Dislike: 0  0

We could all post your 3 points above our desks (or our teenage kids’ bedroom doors!) as guides for

TIMES OF TRANSITION AND STRESS.

Thanks!

d

Like or Dislike: 0  0

Nice job of pointing out that one way to deal with stress and change is to see opportunity in it.

It points to the importance of building up our children’s abilitiy to manage with uncertainty and change.

D

Like or Dislike: 0  0

What do you think? Are you “unlearning?”

That’s a very cool concept.

How do we unlearn our sense of entitlement, protection, etc. – to more money than our parents made, an environment that will always be safe, good health we’ll always have, etc.?

D.

Like or Dislike: 0  0

I appreciate your sense of “hold on here, buddy.” You are right that we should have seen long ago that things were different. But we’re talking about assumptions here – those tricky hidden things that we all have that get in our way.

You ask: “Who made that assumption [that manufacturing jobs were here to stay]?” A good question. I’m always amused at how we (I include myself here) ask rhetorical questions of someone, and then answer them in a way totally NOT what the person (in this case me) was saying. Do YOU think that people – lots of them – haven’t been operating under assumptions that things weren’t changing, or if they were it somehow wasn’t going to affect them? They would dodge the bullet, make it to retirement, etc.

Assumptions by definition are buried, Ann. The so-called intelligentsia have been talking about diversification since Blanchard or even Milliken, as you say. But the reality is the economy has bounced back from each of those downturns. Yes, market share declined, quality wasn’t as great, labor and legacy costs were increasing, but laborers kept their up north cottages and got good health care. And white collar workers continued to see stock options and A Plan vehicles. So, who wanted to believe that the world was really different? That’s a hard truth (ask McCain who got beat by Romney in part because he didn’t pander to Michiganians about manufacturing jobs coming back, or Barack who got whacked for talking about the big 3’s not embracing CAFE). People would prefer their illusions.

Your leap to “our leaders in Lansing” having this assumption is not well placed. Jennifer has been talking consistently about the need for diversification since her first day in office. I assume that most the Rs on the other side of the aisle are also trying to get people to face up to changes. Again, it’s easy to scapegoat leaders – the so-called idiots in Lansing or DC – but generally they’re giving us as much tough medicine as they think we can swallow.

Our job as citizen leaders is to educate each other, and increase our tolerance for some of the pain of transition, and increase the quality of our dialogue about where we’re going.

You think?

Like or Dislike: 0  0

Like or Dislike: 0  0

Now is the time for compromise between the Govenor and the Republicans. Now is the time for action and putting our agenda’s aside so that companies invest in our state. The window of opportunity is only open for so long.

Managed emotions… I did’nt take offense I just want to make it clear that what I say on this blog and how I present myself at work are different. No one here needs to know what keeps me up at night.

Like or Dislike: 0  0

Like or Dislike: 0  0

It is frustrating being in an industry always seemingly on the brink and not “seeing” the state leaders act with the same kind of urgency that I have. One way to send yourself into an early grave is to hold yourself accountable for the things you can’t change. My dad always told me that things are’nt as bad as they seem, however, I wonder what he would say about the situation Michigan is in today.

I try to put myself in the shoes of our leaders and I have a hard time beleiving that they are as concerned about their future as I am of my company and its employees. They seem to be insulated from the full impact of the enemic Michigan economy. Words and platitudes are great for heady discussions but we need to get to the place where real solutions produce results.

As for my daily attitude… I conduct myself in a cheerful manner with my employees primarily because if they lose this job they will be way worse off than me. I encourage independance in their decision making and that to me breeds an large amount of creativity and ingenuity. The kind of ingenuity I hope I soon see from our leaders in Lansing …

Like or Dislike: 0  0

In this I heartily agree with you: the systems really are broken. A complicated economy, whose health was based on assumptions about the continuation of auto manufacturing growth and dominance, was go through radical readjustment. This throws open new considerations for all of us leading – with and without authority. Unions need to change, schools need to changes, businesses, workers, you name it!

I am curious that you suggest I “called them out as whiners and painted a rosy picture that all will improve, pretty much dismissing the concerns.” Maybe I’m totally myopic, but when I spent a lot of time on the blog and in offline dialogue with those folks, I was trying to engage them honestly and wholeheartedly. I was totally impressed how Rick met me in the middle, and we both tried to learn from it. Did you read his responses, too?

From a systemic view I have suggested today that those crying out, reflect systemic issues. And you rightly see that. “Dave” for instance sounds like a very hard-working manufacturer who’s trying to make a go of it. I don’t think he’s whining. I think he’s afraid and angry. Every day he’s trying to make his business work, and he worries that government is out of touch. I do think the choices government faces are tough, just like his: do you invest in schools or do you cut business taxes? There are no simple answers here. I don’t fault Dave or anyone for being angry, and I don’t claim I have the answers, I’m just trying to elevate the engagement beyond frustration and anger.

Again, it comes back to systemic issues: how does Dave affect his workers, his vendors, his designers, his salespeople to compete in a tough world. How does the governor move a divided legislature? How do we get all of us to open our eyes to a changed world? Dave’s people look to him, as Michigan citizens look to Jen, but in the end neither holds a magic wand. Their ultimate job is to help align, inspire, and engage us to change.

We would all love to have “parents” as you put it take away our problems and eliminate the systemic issues. My point to them and to you is that we should not be naive about what it takes to make that happen. The last thing I’m saying is that this is a “rosy picture,” Jack. It takes a lot of work, a lot of effort – some luck would be nice too — to get us where we need to get.

D

Like or Dislike: 0  0

Like or Dislike: 0  0

First, the leader has to asknowledge the changes that everyone is facing — whether it’s new management, recessionary times, or a fierce competitor. a good leader acknowledges what everyone is feeling and admits that the team has a big job ahead — taming the 500 pund change gorilla in the room.

Second, a good leader reassures all members of the team that, if they work together, they can tackle this challenge.

Third, a good leader creates a safe environment for the team to brainstorm fresh approaches to solving old problems. It may be an off-site meeting or retreat or informal gatherings at a coffee shop. the point is that in order to look at old problems with a fresh perspective, you need time and safety.

Those are some thoughts on your topic.

Like or Dislike: 0  0

Like or Dislike: 0  0