Behavior?

It’s almost funny, the consistency with witch adults responds to the subject of behavior. As if it is an automatic or programmed response. It’s as if we are associating the term behavior with all those childhood lessons. The lessons learned from our parents when they left us alone, at home for the afternoon. Before the left, they always said, “behave yourself.” That probably meant, don’t get into things that you know you shouldn’t. It may have meant, stay out of the cookie jar, candy dish or that box of magazines that your father had under their bed. For some, it meant don’t torment or fight with your sister. Maybe even, don’t throw rocks at the neighbor, their window or the cat. When we a make these connections automatically, we tend too, to become very defensive automatically. As an adult, who are you to talk to me, an adult, about behavior?

As an adult, in the workplace, behavior takes on a whole different meaning. Although there may be instances of throwing objects, they are probably less likely. Behavior in the workplace tends to indicate an action or reaction to some stimulus, something that we observed via one of senses. As such, there are an almost infinite number of actions and reactions to various situations in the workplace. Some of these reactions may be appropriate and others may be inappropriate and harmful.

It’s inappropriate behavior when one employee refuses to answer a simple question that is asked by his coworker.

It’s inappropriate behavior when an employee asks the supervisor a question and he/she rolls their eyes, as if to say, “oh, not again.”

It’s inappropriate behavior when the same scrap of paper has been on the floor for several days, and everyone has walk by pretending not to notice.

It’s inappropriate behavior when, for whatever reason, our job becomes idle and we elect not to seek out the supervisor for additional tasks.
The list can go on-and-on…

We have the responsibility to identify (critical thinking skills) these dysfunctional and destructive behaviors and then, go to work on these opportunities.

Motivation and Accountability

Motivation?

Consider this… Everyone is motivated. They are motivated by the consequence that they anticipate.

Beliefs and Values Congruence / Verbal and Non-verbal Behavior Congruence

This, I have learned and it will undoubtedly help you too.

Beliefs are those fundamental principles or reasons, which guide us. Values are what we find to be important. Congruence, simply put, is agreement or consistency.

Some of what makes us unique individuals, is our mapping of beliefs and values. They govern what we do and define what we find important as an individual. Any two people can look at the exact same world and because we make different models of it, we interpret completely different things. Sometimes our own value set can coexist with a low level of conflict, depending on the situation. Different parts of us embody different values, follow different interests, have different intentions, and so come into conflict. Think of this as your inner voice. The voice inside your head when you think about something, that says do this or do that, this is better, no that is better, etc.

Imagine these different parts of ourselves that coexisting, for a reason. These parts again have developed as a result of our genetics, environment and life experience. Now imagine these parts being the instruments of an orchestra. Each one, by itself capable of making perfectly fine music, but nothing compared to the total harmony created when the instruments blend together.

You see, sooner or later in life we realize the importance of exploring our beliefs and defining our values, consciously. We must define ourselves first. Know yourself first. With maturity and a strong definition of ourselves we will tend to think and act congruently. That is to say, that our maps, or behaviors both verbal and non-verbal will tend to be consistent. This consistency will shine through, not only to those who observe you, but to all those other parts of yourself too. 

The lesson here is to look for this congruence in yourself and in the people around you. Those that are consistent, stable, strong, are tending to be congruent while others tend to be less congruent, to varying degrees. When it comes to helping others, congruence, or the lack of, will be one of the first clues for where you need to put the medicine.

Engines, Leadership and YOUR Success

If you are on that management/leadership career trajectory, then keep this in mind...

It’s simple for us engine-heads. We learned early on that it takes Horsepower to get you there and Torque to keep you there. In other words, with high horsepower you’ll get to 60 quicker but if you don’t have the torque, you won’t be able to maintain 60 for long.

So, how does this relate to Leadership and your success? When it comes to your personal style, you ether tend to be action oriented, process oriented, people oriented or idea oriented. Usually we are some mixture, to varying degrees, of each. Leadership is SERIOUSLY about people, EVERYTHING to do with people. As we journey toward whatever career endpoint we envision for ourselves, we need to realize that it has been the ACTION (Often Times) that has gotten us to where we are. BUT, it is the degree to which we are people oriented, that will keep us there.

Horsepower is to Torque as Action is to People. Simple. Right.

Remember that there is a reason why we behave the way that we do. We are all in part a product of our genetics, environment, life experience, etc. We think one way or another for a reason. Knowing this and utilizing this fact is the first step. If you know that your weakness is in the area of people orientation, then BECOME GENUINELY INTERESTED IN PEOPLE. This newfound interest/habit will become a self-fulfilling prophecy, to a degree.

Marshall Goldsmith put it well.
What Got You Here Won’t Get You There.

It takes action (horsepower) to get you there and people (torque) to keep you there.

The Butterfly Effect as it Applies to OUR Behavior

Technically, "the Butterfly Effect is a metaphor, describing the concept where there is a sensitive dependence on initial conditions of a dynamic system that may produce a large variation in the long term behavior of the system." Awesome Technical Stuff! Right? Put another way, this phrase also represents the theory that the movement of a butterflies wings, creates a tiny change in the atmosphere that may ultimately alter the weather on the other side of the globe. The exact effect on the weather may also vary, depending on the angle of the movement, the speed of the movement and the direction the butterfly is moving in. So, in theory a butterfly flapping its wings in Brazil could cause a tornado in Texas. It’s all scientific theory of course, but just imagine it, for a minute.

On the other hand, these dynamic systems describe too, the infinite number relationships between people, objects and the most discrete of actions (or not), reactions (or not), behaviors (or not). Basically any behavior (or lack of), mannerism (or lack of), attitude (good or not), facial expression (or lack of), all have an impact somewhere down the line. The impact may be favorable or not favorable, depending on ALL of the details of the specific situation. Consider too, the ripple effect caused by the butterfly which led to the tornado in Texas. Think of it like the ripples that result when you toss a stone in a calm lake. The ripple starts out small and continues to grow in size, bigger and bigger until it blends in with the rest of the lake. The fact is that there ripples are continuing on such a small scale that you just can’t see them. Imagine how the ripple might look differently if you were to plunge a stick (representing a coworker) into the water, somewhere amidst the ripples. Imagine then, how it might look, if you tossed another stone (representing a mischievous coworker) in, amongst the ripples. All of these things are analogies to our behaviors and THE IMPACT OF THE IMPACTS of the behaviors.

The LIFE ALTERING REVELATION comes when we realize that we are all butterflies, in a way, and our behaviors are the flapping of the wings, which have some end result(s). The sentence we choose, the words we choose, the posture or mannerisms we take, our facial expressions or our tone of voice. All of these seemingly small things can potentially have a significant impact on someone or something, seemingly unrelated.

Being conscious of this, WISELY CHOOSE what you would like the end results to be.

Learning and Habits

I have learned that it is important to be aware of how we learn, and in some cases, make things habitual. The Learning Process:

1. Unconscious Incompetence. That is to say, you are unaware of what you don’t know.
2. Conscious Incompetence. That is to say, you are aware now of what you are unable to do.
3. Conscious Competence. That is to say, you have learned about what you previously unaware of, although you must still think your way through it, step by step.
4. Unconscious Competence. That is to say, now you have programmed yourself, so as the activity or behavior is automatic.

This last level is that which habits are formed. Habits can be a double-edged sword. Habits can be Good, when you need to learn something that needs repetition. Habits can be Bad, when the activity or behavior can benefit from a different perspective, approach or method. Bad Habits don’t Add Value.

Leadership Quote

"Control is not leadership; management is not leadership; leadership is leadership is leadership. If you seek to lead, invest at least 50% of your time LEADING YOURSELF—your own purpose, ethics, principles, motivation, conduct. Invest at least 20% leading those with authority over you and 15% leading your peers. If you don't understand that you work for your mislabeled 'subordinates,' then you know nothing of leadership. You know only tyranny."


— Dee Hock
Founder and CEO Emeritus
VISA International

A Formula for the Coaching Process

A Formula for the Coaching Process

1. Collect Background Information

Learn what, SPECIFICALLY the person finds important in life. Watch their behavior, actions, reactions and mannerisms. Identify their baseline body language. Identify the SPECIFIC issue, behavior or tendency that needs to be realigned. Collect the tangible background information as well as the intangible. We sometimes steer away from the intangibles, because, well they’re intangible. With practice and creativity you can build a tangible issue from a perception or a generalization.

2. Develop a Plan

Start with the OBT process, Outcome Based Thinking. If you work backward from your expected end result, then it will be easier to head off any attempts to derail the process. Remember, the person you are working with will resent any efforts to change their behaviors or beliefs. The result, in most cases, will be a series of natural defenses, designed to protect and justify their subconscious programming. Pointing the finger at everything and everyone else, not willing to admit that the real issue is their own behavior. Prepare yourself too, for the least that you are willing to accept from the meeting. Sometimes you will struggle for the right motivational thoughts or simply run out of time. So prepare yourself for the minimum that you can accept.
Prepare yourself with stories, analogies or fables that may help you paint a LASTING picture in their mind. Stories allow you to speak directly to person’s subconscious, the EXACT source of most behavior. Rely on quotations from experts and don’t be afraid to express what you have learned from your own experiences. This AUTOMATICALLY builds credibility and Keeps it REAL! Chose appropriate stories. Those that ADD VALUE, connect with what they find important in life or teach values and beliefs. Share emotional experiences and don’t be afraid to show the raw AND controlled emotion. Focus on your intention. Focus on what you want the other person to think, feel or do after you tell the story. Focus on your purpose, what is your business, in life. Remember, you want the other person to come out on top too.
Practice your OPEN and CLOSED ended questions. Use the Open ended questions when you want the person to expand on a thought or express their opinion. Ask a Closed ended question then you need to pull the discussion back onto the tracks. IT’S EASY, IF NOT MONITORED AND CONTROLLED, TO LOSE TRACK OF THE GOAL WHEN THE DEFENSES START FLYING.
Consider the problems that could come up and how you might deal with each of them. Remember this too, that the fear of loss is a much stronger motivator than the pleasure from a potential gain. People will naturally do more to avoid pain than to seek pleasure.
Prepare a Conclusion

3. Discussion

Build Rapport
Absolutely be sure and sit on the dominant side of the person. If they are Right Handed then sit to their Right. If they are Left Handed then sit to their Left.
Start with small talk, help the person feel comfortable and relaxed. This is often a high pressure situation and the natural defenses will hurt your process and hinder the person’s development. Talk about something that you know they are interested in. If it’s a subject that you don’t find particularly interesting then ask questions like, “How did you first learn to do this?” or “When did you first become interested in this …?”
Discretely match the other person’s movements, pace of breathing and tone of voice.
Watch the persons every move and listen to every word they choose. The words that a person ELECTS to use can help you determine HOW they are thinking and aid you in helping them realize a misgiving. You know that you have gained some rapport by the person’s actions and movements. First, they will let down their defensive posture and fall into their baseline as described above. As this discussion continues, you will notice that the person is falling into and out of rapport, by their actions. From time to time you can test the status of rapport by changing your position or posture. When in rapport, the other people will likely and subconsciously, mimic your movement.
Provide a note pad and a pen for your person to write down any notes and encourage him to do so. This is a big part of the learning a commitment process. Periodically refer back to what they wrote down to determine what they found to be important.

State the purpose of the discussion, the problem and specifically how the work supports the organization. Don’t hesitate to review some of the positive aspects of this persons work.
Mutually discuss the expectations and the measures.
Recap the discussion and check for commitment. It always helps to ask the person to restate, for you, what they perceive to be their path forward. What specifically, their actions or changes in behavior will be and result in. Ask them to review their notes. You want to hear them restate your expectations, in their own words. IF NECESSARY, help them here, but only if they get off track.

Set a date for follow-up. FOLLOW THROUGH WITH YOUR COMMITMENT.

Help them see how their behavior, words, actions, body language and even facial expressions will influence their own way of behaving and everyone around them too. When they walk out of this session, their every movement or reaction will be ABSOLUTLEY CRITICAL.

END on a positive note. Shake hands. Crack a joke. Talk more about the person’s positive contributions to the organization.

Still a Man Hears What He Wants to Hear...

I learned this first from Simon and Garfunkel – ...Still a man hears what he wants to hear and disregards the rest. Since then, I have learned that there are reasons why we communicate, behave and think the way that we do.
1. We are all, in part, a product of our genes.
2. We are all, in part, a product of our environment, including our peers and families.
3. We are all, in part, a product of our unique experiences (traumas, life events, etc.)
4. We all have defensive attitudes that both help and harm us.
5. We all want love.
6. We all have suffered emotional pain
7. We don’t want to get hurt anymore.
Recognizing that people are shaped by their past is one thing. Realizing that their communication skills, behavior and thinking, are linked to their past is a life-changing revelation. We look at the world through these goggles or the rose-colored glasses, whatever you prefer, as a result of the all these parts. When you embrace this concept, then you begin to realize that YOU alone decide how YOU react, to any given situation. After you’ve mastered yourself, then you can begin to help others, master themselves. Truly a life-changing revelation!

Best Motvational Video Clip Ever! Thanks Rocky!

Rocky Motivational Video

One HUGE Leadership Lesson!

Here's just a bit from Marshall Goldsmith's, What Got You Here, Won’t Get Your There. How Successful People Become Even More Successful!

“Happy are they that can hear their detractions and put them to mending” – William Shakespeare, Much ado About Nothing

You Are Here
It doesn’t take much to get people reoriented – out of the maze and back on the right path. These problems are not life-threatening diseases (although ignored for too long they can destroy a career). They’re not deep-seated neuroses that require years of therapy or tons of medication to erase. More often than not, they are simple behavioral tics, bad habits that we repeat dozens of times a day in the workplace, which can be cured by (a) pointing them out, (b) showing the havoc they cause among the people surrounding us, and (c) demonstrating that with a slight behavioral tweak we can achieve a much more appealing effect.
“Put a comma in the wrong place and the whole sentence is screwed up.”
Actors stepping on a line. Writers misusing commas. Chefs leaving out a key ingredient. That’s what we’re talking about here in the workplace. People who do one annoying thing repeatedly on the job and don’t realize that this small flaw may sabotage their otherwise golden career.
And worse, they do not realize that (a) it’s happening and (b) they can fix it.
You Are Here
You can get there.
But you have to understand that what got you here won’t get you there.

My Girls!

Who's a Leader

We’re all Leaders, in our own way. The instant we do something, anything (OR ELECT NOT TO), we are demonstrating for all those around us, what, when, where and how it should be done (OR NOT). We're Leading. Some are Leaders in the BEST sense while others, leaders in the WORST sense. It’s a choice.

1. When we stop and pick up the scrap of paper from the ground.
2. When we see the yellow light and step on the gas.
3. When we punch-in, just in time.
4. When we fail to listen to what people are saying.
5. When we make excuses.
6. When we withhold information.

Remember this one thing, forever and always, it's NOT about YOU, it's about THEM and what you have to offer THEM. Add Value in all that you do...

The First, Last and Must Important Question!

WHAT SPECIFICALLY have I done to improve myself in what I have to offer my people, my family and the company, TODAY?

Resume

Objective:


Bring proven success to a role with greater scope.

Experience:

Dean Foods/Swiss Premium Dairy - Plant Superintendent
January 2003 - Present
• Direct operations throughout a Fluid Dairy and Drink facility that has become Dean Foods’ most profitable and is among the leaders in Quality and Safety as well
• Lead, Coach and Manage 80 plant and cooler employees with 6 supervisors spanning 3 Shifts/7 Days. Built the team enhancing succession and union avoidance
• Guide the Facility through third-party quality audits, attaining progressively higher scores: 88.5, 94.5, 99.2, 99.7 for AIB and then SQF Level 3 certification in 2009
• Increase plant production volume by 50% while holding man-hours to only a 13% increase with no additional automation.
• Driver, Owner and Active Participant of Continuous Improvement and Management Operating Structure initiatives
• Track Key Performance Indicators pertaining to Daily production, Case Unloading and Load-out efficiency
• Perform Plant, Cooler and Part-time Scheduling and Payroll
• Perform month-end Inventory counts and reconciliation for ingredients and supplies
• Write, Update and Implement Weekly Master Sanitation Schedule
• Monitor and enforce Good Manufacturing Practices compliance including vendor management for uniforms, janitorial services and PPE.
• Advised regarding Capital Expense projects and Annual Budgeting within this publically traded entity.
• Produced a line of Swiss Premium teas that Dean Foods has introduced nationally under our formulations and label.

Schneider – Valley Farms, Inc. – Quality Assurance Director / Assistant Plant Manager
August 2000 – December 2002

• Wrote and Update PPC Plan for DEP and Williamsport Sanitary Authority
• Completed Monthly DMR for DEP and Williamsport Sanitary Authority
• Responsible for all aspects of Plant Sanitation
• Created and Implemented Sanitation SOP’s
• Created and Implemented Master Sanitation Schedule
• Programmed Klenzade MP2100 CIP System
• Production Scheduling, Inventory Control and Product Formulations
• Created Detailed Spreadsheet which schedules and tracks all aspects of the operation including: Materials and Ingredient Inventories, Equipment Schedules and Timelines along with pertinent weekly and monthly reports
• Supervised and Direct Plant, Cooler and Maintenance workforce of approximately 60 Union employees
• Created and updated a detailed Laboratory Supplies Budget
• Oversaw many aspects of Dairy maintenance, including hiring.
• Designed and Implemented Quality Assurance program from the ground up
• Maintained Laboratory Equipment and Supplies
• Interviewed, Hired and Trained Laboratory Staff
• Wrote and implemented Standard Operating Procedures
• Created and updated Plant Drawings using AutoCAD utilized for training purposes.
• Developed and Implemented policies regarding Rework, GMP’s, Pest Control, HACCP, Pathogen Testing and Customer Complaints
• Participated in FDA Rating Inspections, PDA Plant Inspections and HTST Inspections, US Army Plant Inspections
• Created a Plant Daily Mass Balance; utilized in tracking butterfat loss
• Commonwealth of Pennsylvania: Certified Laboratory Director
• Operate a DEP Registered and Regulated Laboratory

Sorrento Cheese Company Inc. – Laboratory Manager
August 1996 – August 1999

• Scheduled, Directed and Trained an 11-Technician (Union) Quality Control Laboratory.
• Created and sustained a budget, managing and organizing the daily paperwork.
• Development of Existing and New Methodology for laboratory experiments
• Calibrations, Maintenance and repairs on Laboratory Equipment
• Wrote and implemented Standard Operating Procedures
• Created and updated Plant Drawings using AutoCAD; utilized for training purposes
• Created and updated a detailed Laboratory Supplies Budget
• Designed and implemented intra/inter Laboratory Split Sampling Program
• Created Certificates of Analysis to meet customer requirements
• Designed and implemented an Environmental Swab Sampling Program for Pathogens
• Produced a Peer Evaluation Survey, designed to improve technician performance and image
• Selected ideal placement and the setup of several Mass Flow Meters and Auto Samplers
• Designed Calibration program for the Scales and Weight Checkers throughout the Plant
• Participated in 2-Day AIB HACCP Training and (initial) development of HACCP Programs.
• Engaged in a 3-Month Project designed to solve issues relating to the Plant Mass Balance. Required the complete understanding of fluid movement, operator procedures, laboratory testing procedures, sampling procedures and utilizing spreadsheets to understand and present the data acquired.
• Created and utilize many spreadsheets for technician use and office use, some rather complex.



Sorrento Cheese Company Inc. - Quality Control / Laboratory Technician

• Analysis of Raw Materials prior to receipt into the plant and analysis of final production products prior to shipment.
• Licensed by State to Perform Direct Microscopic Count and Direct Microscopic Somatic Cell Count. Babcock, butterfat testing. The Snap, Beta-lactam antibiotic testing. Petri-film Standard Plate Counts including Coliform, E. coli, and Pour Plate Methods.
• Titration's for acidity, operation of a pH meter. Operation of a Cryoscope in determination of added water. Phosphatase testing. Salt analysis by coulometric titration and Mohr titration. Calcium analysis by EDTA titration. Operation of Udy Dairy Tester and operation of the MilkoScan, FT-120.

Byrne Dairy Inc. – Quality Control / Laboratory Technician
September 1995 – August 1996

• Receipt of bulk milk into the plant
• Performing DMC’s, DMSCC’s and Charm antibiotic testing on the milk.
• CIP of bulk milk trucks, silos and plant milk lines
• Monitor potassium hydroxide levels in Case Washers and iodine concentrations in spray sanitation units.

GC Hanford Pharmaceuticals / Clean Room Technician

Formal Education:

• SQF Certified
• BS Program - Business Management
Lebanon Valley College: Relevant coursework, Financial Accounting, Business Accounting, Business Communication, Principles of Management
• Legal Studies Major
State University of New York at Buffalo: Relevant coursework, Computer Applications in Management.
• BS Program - Chemistry Major
State University of New York at Buffalo: Relevant coursework, Analytical Chemistry, Calculus based Physics, Organic and Inorganic Chemistry I & II, Instrumental and Quantitative Analysis, Biology, Zoology, Microbiology, Ecology, Aquatic Ecology, Calculus, Physics.
• New York State Regents Diploma
Morrisville-Eaton Central High School

Training

• PennState, Functional Manager Training, LMA Consulting Group - Leadership Coach, Dale Carnegie, The Dale Carnegie Course, Dale Carnegie - Leadership Training For Managers
• AIB, HACCP Workshop, AIB, Food Safety/Sanitation Workshop, AIB, Food Safety Auditing and Inspection, AIB, Maintenance for Food Safety and Sanitation
• Manufacturers Association of South Central PA, Advanced HACCP Refresher, PennState, Pasteurizer Operators Workshop, Manchester Industries, Lift Truck Operator Instructor's Course - Train the Trainer
• Cornell Cooperative Extension, Supervision