Important Questions for Malta and the Capital Region

Events vitally important for our area were set in motion some time ago. The idea was to bring a new era of prosperity to our community through economic development. Now it is coming to our town, our county, and our region, and it is coming in a rush. It is like a series of trains, very big trains, already moving fast and picking up more and more speed every day. For local business leaders and entrepreneurs it is important to recognize the impact those trains will have, and to ask the right questions so we may make the most of the value they carry.

The “construction train” which brought GLOBALFOUNDRIES to Luther Forest was just the first one. It is now being followed by the first “passenger train” bringing both local labor and transplant labor for the plant--approximately 1,400 people. After that comes the expanded administrative facilities train bringing maybe another 1,500 people. Then comes the “related businesses” train carrying--hopefully--some 100-plus businesses and potentially another 4,000 to 6,000 more people, maybe even more--and those are just the workers. Those figures do not include the family members. If multiply all that by about 2.5 we get over 30,000 people.

They (and we) will be looking for more services: more restaurants, more dry cleaners, more service businesses of all types and sizes. That means increased demand, which translates to more jobs, more opportunities, and a more vibrant economic base to build our communities on.

With all this growth comes questions. Questions for every sector of our community, our town, our county, our region. Questions that demand leadership at every level.

On a town and community level, political leaders need to be asking equally daunting and probing questions. “Are our processes supporting the economic growth opportunities that we are blessed with?” “Do we have a view of the future in mind that is guiding our planning, or our we committed to living in „yesterday‟?" “What are the innovative and viable alternatives to the way we‟ve always done business?”On a citizen level we also need to be asking a series of questions: “Are our political leaders asking the right kind of questions for our future?” “What is my role in voicing my desires for the future, and the future of our children and grandchildren?” “How can I be involved and make sure we have a solid foundation for the economic viability of future generations?” “How can I best take part in enhancing our town, county, and region, in ways that create a positive living legacy?”

And on a business level, every business owner and operator must be asking and finding the answers to questions like: “What are my opportunities with this coming growth?” “What kind of growth can I expect?” “What kind of growth am I equipped to make to support the local and regional growth?” “What new services or products can I add to my business?” “What do I want my business to look like in 3-5 years?” “Do I have what it takes to be a player in this new and growing economy?” And the list goes on.

All of these are serious questions we should be asking ourselves on a daily basis. Some things are already done deals; the “trains” are coming, at our invitation, and soon. The questions we ask and the answers we give will determine the resulting actions we take and the ultimate impact they will have on our community. For businesspeople this is an opportunity to step up and demonstrate leadership both in and beyond our own self-interest. It is a choice, a choice that we either will make, or one that will be made for us.

We in business tend to shy away from participating in discussions like these. We are far more likely to simply accept conditions--or complain about them--and try to find a way to work with them than take a hand in shaping them. But it is part of the job of the entrepreneur and business leader to create the conditions for prosperity. It would be a mistake to think of those conditions only in terms of what happens within our businesses. And it would be a mistake to let the train roar by to stop at another station.

Join in on the conversations or start some of your own at: http://www.izoca.com/groups/malta-ny/discussions

This article is a reprint by permission of The Boardroom Ballston Journal (http://www.theballstonjournal.com/news/local_business/) article, April 14th edition.

Business – It’s Complicated (and personal)

The following was published in the Ballston Journal - Business Boardroom:

Business is complicated. That is not news or a surprise to any of us who have been in business for any length of time. It really does not matter what size business you are in, or what your industry is, it is complicated. For those of us who are small business owners, we have to do all the “jobs” in the business, or we need to manage the outsourcing of those tasks we do not like to do, or we are not equipped to do. For those of us who are in organizations of any size, we also know that it is complicated, primarily due to the very thing that was highlighted in the movie “It’s Complicated” with Meryl Streep, Alec Baldwin, and Steve Martin. Unfortunately, small business complications are not a popular comedy, but a stark reality.

Business is complicated by nature, because it is about personal relationships and people are complicated. Even for small business owners, there is the mix of your own personality and relationships with those of your customers, suppliers, and the interrelationships with your own personality. For larger organizations, add the dynamic of employees with those of customers and suppliers.

So, what then separates the “great” from the “good” from the “just making it”? If business is complicated for all businesses, regardless of size, what really can be the discriminating factors in success? What can you do as a business leader to ensure that you and your organization are achieving the level of success that you really want?

To find the answers, I believe the first place to look is inside. Inside yourself that is. We have all heard it said that “Attitude determines Altitude,” “You get what you are looking for,” etc. I believe these are more than just trite statements or phrases. There is real truth in them, yet for many of us, we lose sight of these simple truths. If we think of the world as abundant, then we will look and act as though there is plenty to go around and we will share that with others. If we look at the world as scarce, then we will tend to hoard and not share.

So what does this have to do with the way we run our businesses and organizations? Answer the following questions truthfully to get closer to your inner self:
• Do we try to hoard information and only let out small bits just to get other things we can hoard? Or do we share information and let people see all the details they need to be fully successful themselves and at the same time make us more successful?
• Is our attitude one of real appreciation for others and what their role is in our business?
• Do we share that appreciation with them in ways that are really meaningful to them?
Psst: The only way we will know that is to be really observant and listen to them with open ears and minds.

I believe that is one of the many messages in the movie “It’s Complicated.” It appears that in their marriage, Jane and Jake didn’t have a common vision and set of objectives for themselves as individuals or as a family. As the movie unfolds, each had come to realize more about what they wanted for themselves, and thus could examine what they really appreciated in each other. I won’t say more about the movie, as I don’t want to give it away. The point is that appreciation is directly linked to attitude, and we do tend to find what we are looking for. If we look with appreciation, we see more positively. If we are more appreciative with our view of customers, employees, and suppliers, we tend to get more abundant results. If we share information to enable each to have a richer experience in their respective roles, we tend to get better results. An appreciative approach strengthens the bond of a relationship.

Think for a minute or two about some of your experiences. In those experiences where you felt really appreciated, where people really took the time to get to know you, or explain how you were an important part of their business, most likely you felt very good about being part of their business. I expect you told others and may have even gone out of your way to contribute to the success of the organization/business even more.

On the other hand, think about a different experience where you were “just a number” or “just a part of the process.” In this case, I expect you felt neutral or negative about the experience and did not go out of your way to do any extra to contribute to the organization’s/business’s success.

I have many experiences and stories to relate from both perspectives, and as a business leader, I like to share the positive stories of how people and organizations grow through appreciation. My colleagues and I, along with a number of others, call that Appreciative Leadership, and it comes from looking at all aspects of business with a view and focus of appreciating what everyone does.

A very successful businessman and friend of mine was a veterinarian. When we first met, he was a self proclaimed “Seagull Manager.” He would fly into the office making all kinds of noise and activity, then crap on everyone and fly out. You can imagine what that office looked like. Then he realized the impact that an Appreciative Leadership approach could make. He took the time to work with each of his employees so they understood the very important and even critical role they played in the total business success. He was able to link their individual success to the business success and show the reciprocal affect on their individual success. He made a fundamental shift in his practice and it was definitely reflected in the positive impact on the top and bottom lines of his business. It was all about personal relationships and truly appreciating everyone and what they could contribute.

By taking the time to understand the relationships and appreciating and reinforcing the positive, the real art of business becomes just a little less complicated and certainly more enjoyable for everyone involved. In the end, business may still be complicated, but with appreciation and understanding by all, it will be more understood, easier to manage, and certainly more fulfilling.

Stop Lights to Roundabouts - Ballston Journal Article

In case you missed it the linked article appeard in the July 23rd edition of the Ballston Journal. In the event you saw the article there, Thank You for coming here to engage in the "conversation".

I am interested in your perspective on the article and particularly the implications for Leadership and Management. What are your experiences that relate to this article?

Thanks again for visiting and sharing. I believe that it is through this type of dialogue that we can learn and grow ourselves and our organizations to better serve our customers/clients.

Ray

Link to the article is: http://www.capconsult.net/pdf/Stoplights_to_roundabouts_-_Analogy_for_Leadership_rrp_20081121.pdf