Yellow Flower - Aoru - FlickR CC

There has been lots of recent thought around this area. Authors such as  Richard Barrett, who created the Values Center with it’s emphasis on vision and values I have been a fan for a longtime, have been working on this theme for a long time and it is one that more organizations need to take seriously.

In the current era of cost-cutting and expediency it is tempting to push values and vision to the backburner and simply focus on bottom line top line issues - however it is easy to see the folly of this, more difficult to drive it forward in the real day to day cut and thrust of commerce. A good intelegant approach is to push the vision up the agenda rather than slide it down - give people a “totem pole” to gather round and the tribe will be more cohesive.

On sure way to do so is to run some Appreciative Inquiry workshops. While initially these may seem fluffy they are a very resilient way to approach long-term motivation by linking real, proven past successes and those stories, the tribal myths, if you will, with the future positive hopes of the teams. This not only brings continuity, it also reinforces messages of success, and creates a success culture. A side note here would be that AI is also good for encouraging openess, transparency, and clarity when success eludes us, as it emphasizes a culture where blame is discussed without blatant blame.

As we move out of the worst of the recession, and the US showed a 5.6% growth for the latest quarterly released figures from the Treasury, we should be able to ask what can we do to accentuate the positive.

The best companies take values seriously, our core values and ethics make us feel more surety, as well as more professional and more creative: and those are not bad attributes to want in employees in tough times…

Aristotelian virtues remain one of the clearest exposition of good behaviour:

Put intelegantly: simple, serious, and sincere are better than any other traits.

Group photograph of some of the men hired to work on the construction of the Canadian Pacific Railway High Level Bridge. Men are sitting or standing on the scaffolding for the first span of the bridge.

(1908 - Galt Museum - FlickR Commons)

Intelligence testing tests the ability to crack “codes” and personality testing looks for “archetypes”.

We have been aware for a while that they are a so-so predictor of the effort a person will put in to prove their ability. After all, what they seem to ignore is the role of values and character in the general overall makeup of the individual.

A motivated character is an essential sine qua non of the successful organization and good talent management, where motivation is  correctly seen as effort + self-will generating a desire to reach a goal.

The goal is important and the effort is essential.

Effort is more important than smarts alone: Dr Carol Dweck of Stanford has proved that telling children they are smart was nowhere near as motivating as praising them for their effort.

Or put intelegantly: telling a person you admire their effort and ability to get the job done, rather than simply saying “you’re great” will be a greater motivator - and we all get that!

However, motivation theories are all too frequently tied to intelligence and personality testing. Especially when they are applied to organizations and work. In employee testing this is often used to see if it is possible to spot the best candidate, or even the high-flier.

A motivated and intelligent person with a given Myers-Briggs or Big 5 personality describes both a demonic psychopath as well as a morally centered and excellent worker. Both on paper would look precisely the same.

I would argue the case that one of the missing components is character.

There is currently the 16PF (Sixteen personality factor questionnaire). This is based on the enormous lexigraphic work of finding 17,953 trait names and by factor analysis reducing those to  4,505, of Allport and Odbert, and then formed into the 16PF questionnaire by Raymond B. Catell in 1956.

Catell’s work still holds good, but it is dated. Think how the world has changed - even if the traits that make a person resilient, friendly, likable, and successful haven’t. Note these have nothing to do with talk or charm or other deceptions. We are talking result-based interviewing for experienced workers and checkable certification and highly checkable letters of recommendation for both them and college leavers. (I always ring and talk to the professor and the college warden - with signed permission for the candidate, of course.)

There is a great story told in Sweden about an engineer who was impossible to work with. So they only way they could get rid of them was to leave superb job offers where the person would see them and then give them glowing, superlative, references. SOEP. Someone else’s problem! (So how would YOU check uncover that one?!)

So, what is character? One definition, albeit a deliberately loose one, might be  as follows: personality is inherited, character is what we show when times get tough.

This development is both intrinsic and extrinsic. It is both our internal interpretation (a cognitive process) and the environmental effect (behavioral). These are categorically not mutually exclusive, but rather blend and meld to temper and forge the personality.

However, how can we test for character?

What is character?

Is it a list of adjectives, synonyms?
Are they qualities that are universally recognizable?

If they are instinctively understood and recognized how can we test to see if a person possesses genuine character?  Will they keep going when the going gets tough?

There is a caution here: this should not mean foolhardiness.

The number one indicator is an emotional intelligence test coupled with solid testable work sills and results.

In a previous post I suggested ways to stop office politics; the same applies here: the Golden Rule is look at results not at talk.

All modern human life is predicated on two notions. We are only called to make these two decisions in our lives: who will you live or not live with, and what you do or don’t work with…..

John Montgomery Rouse, The Way of Intelegance

I will posting a lot over the coming months on ergosophy.

The word itself: ergo = work sophos = wisdom.

Definition: n. a branch of philosophy concerning life as work.

Frederick Soddy has used the word but not in this definition. (I believe I am the first to do so.)

There are big questions: What is work? Why do we work?

The only field that has been applied is ethics and evidence shows that this has lacked a modicum of essential rigour.

Ergosophy is a not a branch of sociology, economics or ethnology. Ergosophy is pure and applied philosophy in relation to work.

This is not a trivial pursuit: as human beings we work more any other activity. That includes reproduction, raising offspring, sleeping, eating, play etc; we are considered eligible for work, on average, for 45 years. When we are 45 years old we are only just over half-way through work, with another 20 years ahead of us…

Taking Hegelian, Kantian, Aristotelian, Platonic, even Cartesian models and applying them to the notion and meaning of work is a good beginning, but we live in post-modern times so can we even talk about work as the means of production, as our raison d’être? Or is there a lot more to this?

What are the qualia of work? The ontological definitions of work? How are Ayn Rand’s objectivism, or Karl Popper’s critical rationalism a part of the puzzle. Do aristotlean categories and the platonic ideal, or liebnizian monads or spinozian euadaimonia even augustian theology help us see work afresh?

It is hardly a new idea to suggest that work defines us, but it may be new to ask how can we grabble, overpower, and define work as a philosophical puzzle rather by defining work as systems.

Particularly as both politics and economics are failing us in getting us all to enjoy work when compared to how we may enjoy our free time.

Sure, some of us love work and here the notion of satisfaction may be coupled to reward rather than to the act per se; but maybe a philosophical approach will move on from the stagnant pool we are in now.

If you interested in contributing to the upcoming ISSN registered journal then please contact me for guidelines for submission etc;

[Source: Frankfurt Airport, Photographer: Sugu, FlickR cc]

When times are good as they were for the ten years before November 2008 switching jobs or even careers was possible and even fun. Now, as we go through more bad news for the markets and the constant distancing of the light at the end of the tunnel changing careers is becoming the first sign of foolhardiness.

So what to do?

Well, Rouse Circles, suggests first and foremost improve your core work skills. What courses are you signed up for this Autumn? Can you read more, do more, focus more, get a qualification; anything, that will improve your core job skills? Secondly, how you get fitter both mentally, physically, and emotionally? The old adage about when the going gets tough, the tough get going is a pretty good one here. Are you fearful of the future , or are you saying no fear, and just getting on with the job.

From the people I talk to the number one recommendation is the most intelegant: get the job done!

Less fluff, more action. As we all get back into the rhythm of work after summer breaks I think their advice is good: make the extra calls, go the extra mile, and wear an extra smile…

I am keeping my eyes open for more on this subject and will post more.

John Montgomery Rouse graduated with a BA (Hons) in theology from Durham University in the UK and worked 7 years in London before moving to Sweden and setting up Business Intelegant in 2000. He has had 9 years enabling leaders. in 2007 he chaired the 27th Organization Development World Congress. With a gift for creative but highly sensible solutions he brings a set of skills that lend well to churches.

How do we build authentic and meaningful joy into ministry? More intelegantly: how do we show real love as Christ does? Business Intelegant is about enabling and engaging the spirits of those in the pews: to be committed afresh, to tell friends because they want to, not because they feel they have to, and to willing to support the leaders around them.

Business Intelegant can help with OD for authentic leadership, coaching, relationship models, and as a impartial partner for leaders. This is a free service for churches - we simply ask that you donate as you see fit to the charities that Business Intelegant supports.

You can contact John via the box on the left.

[Source: FlickR CC Photographer: TheAlieness GiselaGiardino]

ScienceDaily (Jan. 9, 2009) — The International Research Institute of Stavanger (IRIS), which is based in Norway, have studied which leadership qualities could help employees return from sick leave early. Being considerate, understanding and able to maintain contact with the sick-listed are the most important leadership qualities, according to the study.

“The manager has a key role when it comes to sick leave. He or she is often the best available measure for promoting health in these cases. A manager with good qualities can have a great impact on how long the employee is off sick”, says senior researcher Randi Wågø Aas, at IRIS, which is owned by the University of Stavanger and Rogalandsforskning.

Norway has the highest sick leave figures in Europe, and the authorities are constantly looking for new measures to get numbers down. The latest research effort from IRIS on the topic studied the relationship between the employees who are signed off sick, and their managers. Part of this work has now been published in the Journal of Occupational Rehabilitation.

Previous research has revealed a strong link between management and sick leave.

The risk of long term sick leave rises proportionally to the lack of support from the manager.

“That is why we think it is interesting to look at which qualities in managers are considered important”, says Ms Wågø Aas. Researchers followed 30 people on long term sick leave over the course of eight months. Both the employees and their managers were asked which management qualities they felt were the most important in the follow-up work. Researchers got 345 descriptions of important qualities, which were naturally grouped in 78 specific management qualities. The three most often mentioned were Ability to make contact, Consideration and Understanding.

In other words, the study shows that people on sick leave first and foremost need to feel cared for.

“The employees find it important that their managers are understanding, supportive, attentive, empathetic, warm and friendly. When they are on sick leave, people are in a position of vulnerability. Many of them talk about feeling suspected, and say their problems are not taken seriously”, says Ms Aas.

The 78 manager qualities which emerged from the investigation were divided into seven categories, which each represent a given type of manager. The one mentioned the most frequently, is nicknamed The Protector, who has caring qualities. Number two is The Problem Solver, who is the best at adapting. The third most important is The Contact Maker, and then it is The Trust Creator, The Recognizer, The Encourager, and The Responsibility-maker. Each of these types contains groups of qualities which emerge in the interviews. Ideally, managers with staff responsibilities should have a bit of each of the seven in them, but what is the most important will vary.

“The perfect manager can take steps which are tailored to the individual’s needs. The survey shows that there are great differences in what the individual considers good follow-up. It is also clear that a combination of different management qualities is needed. A great many people need both a pat on the shoulder, and to be welcomed back to work”, says Ms Aas. According to her, it also seems that contact ability is a necessary quality in order to achieve the combination of protection and problem-solving.

Researchers also found age differences in the individual’s needs while on sick leave. Younger employees had the greatest need for protection and recognition, while those over 45 were more concerned with problem solving and being held responsible.

“Older people are probably more concerned with adaptation of their work environment, to make sure they can get back to work. Younger employees are possibly more vulnerable, and need more encouragement”, she says.

A third important find in the study, is the difference in what the employees and the managers thought was important. The employees emphasised recognition and encouragement more than the managers, who were more concerned with accountability, and problem solving.

“If employees have different needs from what the managers are aware of, and this is not communicated, there is a big problem. It is easy to view management as mainly about adapting all practical and formal matters for the employee. For most employees however, it is more important to be understood and included. For instance, many managers think they are protecting the employee by telling them that they do not need to work. In reality, they are simply extending the sick leave, since the employee does not feel included. After all, many are able to do things even though they are ill”, says Senior researcher Ms Wågø Aas.

IRIS will continue to study the interview material. They also wish to develop a feedback tool, which aims to improve communication between managers and employees on sick leave.

Here are the types of managers identified in the study:

1. The Protector

Protects the employee, understands the situation, helps and includes. Shows compassion, is discreet, warm and friendly.

2. The Problem Solver

Professional, solution oriented and creative. Can, among other things, change the tasks or in other ways adapt them so that the employee can continue to work. Takes responsibility, and gives individual treatment.

3. The Contact Maker

Gets in touch with the employee to inform of what is happening in the workplace. Is also interested in how the employee is doing, and proves a listening and able conversationalist.

4. The Trust Creator

Is discreet, predictable, attentive, honest and open. Creates trust and a feeling of safety.

5. The Recognizer

Behaves acknowledging, confirming and without prejudice towards the employee.

Shows respect and confidence.

6. The Encourager

Has a positive attitude, and is generous and happy. Motivates, inspires and is available. This type of manager has a sense of humour, as well as being just, patient, and encouraging.

7. The Responsibility-maker

Assertive, fearless, challenging, and direct. Is honest, to the point and not afraid to establish boundaries or confront. Gives the employee challenges and responsibility for his or her own situation.

Adapted from materials provided by The University of Stavanger.

Leonardo Da Vinci - View Of A Skull c.1489 (Pen and Ink), Galleria dell’Accademia, Venezia

I spend a lot of time talking at schools about life, money, careers, and yes, health. I know it is next to useless to say to a teenager “Don’t Do Drugs!” - however, show then MRI scans of damage to the hippocampus from ecstasy use, or current statistics of early onset Alzheimer’s in chronic cannabis users, or psychiatric statistics of drug involvement in teenage schizophrenia and manic / depressive behaviour, or finally, amputees testimonies from collapsed veins cutting off circulation and how they just got started with gateway drugs, and yes, you get some interest.

So a little science regarding the incredible dangers of anorexia on the system is justified occasionally. The research lead by Dr Miriam Bredella, and presented at the Radiological Society of North America last weekend is compelling. Bone isn’t just there to hold up the muscle and stop us looking like a big pancake; it is essential for disease management, renewal of red and white blood cells, and for posture.

The damage to looks as well as the immune system is seriously dangerous, and even irreversible. Given that the largest source of fat in the human body is not our behinds but our brains. The body must have fat to survive and grow. It will take it from the last available source: the brain. Teenage brains are plastic; this means they are growing and changing, depriving the brain of its base composite has horrific effects on intelligence, IQ, careers, and emotional lives. Awful. Now we are seeing that the same is true for bone structure.

We need to find a way to get beyond media imaging into pictures of health and that starts with education. Hope it helps.

Children and teenagers with even mild cases of anorexia exhibit abnormal bone structure, according to a new study appearing in the December issue of Radiology and presented at the annual meeting of the Radiological Society of North America (RSNA).

“Adolescence is the most critical period for growth of bone mass, and the onset of anorexia interferes with that process,” said Miriam A. Bredella, M.D., musculoskeletal radiologist at Massachusetts General Hospital and assistant professor of radiology at Harvard Medical School in Boston. “Impairment of bone development may permanently alter bone structure and increase the risk of fractures and osteoporosis in adult life.”

Anorexia is an eating disorder characterized by emaciation, distorted body image and intense fear of gaining weight. People with the disorder are obsessed with weight control and often perceive themselves as overweight, even when they are dangerously thin. The disorder primarily occurs among young women and affects one in 100 adolescent girls, according to the National Women’s Health Information Center.

Among the many health problems associated with anorexia is bone loss. Typically, dual energy x-ray absorptiometry (DXA) is used to test bone mineral density in adolescents with anorexia.

Dr. Bredella and colleagues set out to determine if alterations in bone structure occur before significant decreases in bone mineral density become evident.

The researchers used high-resolution, flat-panel volume computed tomography (CT) and DXA to study 10 adolescent girls, age 13 to 18, with mild anorexia and 10 age-matched girls without the disorder. The new, high-resolution CT exam allowed the researchers to identify differences in bone structure between the patients with anorexia and the healthy controls, whereas bone mineral density measurements obtained using DXA did not.

The results showed that while there was not a significant difference in bone mineral density between the anorexic patients and the healthy control group, there were significant structural differences, indicating that changes in bone structure begin to occur in anorexic patients well before decreases in bone density.

“Our data suggest that reassuring values of bone mineral density obtained using DXA may not reflect the true status of bone structure in this undernourished population,” Dr. Bredella said. “In patients with anorexia, bone structure should be analyzed to detect abnormal bone health. Flat-panel volume CT allows the examination of bone at high resolution with relatively low radiation exposure making it a suitable technique for evaluation of bone structure in adolescent patients.”

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Article adapted by Medical News Today from original press release.
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“Distal Radius in Adolescent Girls with Anorexia Nervosa: Trabecular Structure Analysis with Very High Resolution Flat-Panel Volume CT.” Collaborating with Dr. Bredella on this paper were Madhusmita Misra, M.D., Karen K. Miller, M.D., Ijad Madisch, M.D., Ammar Sarwar, M.D., Arnold Cheung, M.D., Anne Klibanski, M.D., and Rajiv Gupta, M.D., Ph.D.