13 Years Ago.

It's impossible to believe that today marks 13 years since that most [pick your adjective] day.  (I'm also finding it hard to believe that it has been nearly 2 years since I last posted to this space.)

Today, this blog belongs to Noel Stephens.  Please read his personal story about September 11, 2001.  It's touching.  It's encouraging.  And it will tell you how we first met.

Noel, turning to you. 

Grateful Giving - Part 2

Just as the earlier post was published, I received the following note from a former client of DCM.  If the earlier note didn't convince you of the value of your donation, read this:

Peace. Hope. Opportunity. These words, taken from DCM’s new mission statement, describe the things we all want. They are particularly special to me as I reflect on my journey over the past two years and where I am today. 

On December 27^th, 2010, I came to Georgia, with nowhere to go. On my way, I called shelters. Crying over the phone to the lady from the help line, she recommended that I call Hagar’s House, DCM’s shelter program for women with children. There was a room available. 

     The staff of Hagar’s House was very helpful. We had to write down our goals and were constantly asked what steps were taken that day to meet those goals. They provided us with leads on job openings, transitional housing, and available apartments, as well as gas cards and MARTA passes so that we could get where we needed to go. We had group meetings just so that the mothers could talk and pray, which was very motivational. Hagar's House was the opportunity; we were the effort. 

     Already a few days over the 30-day deadline at the shelter, I was getting frustrated because, even though I had been on several interviews, I did not have a job yet. God must have been looking down at me because an opening came up for a 3-bedroom house in DCM’s Family House transitional program, and I was recommended. There was hope. 

     I met with the Family House Program Manager, wrote down my new goals, took a budget class, and pulled my credit report. The City of Decatur worked with us so that the kids could stay in their schools, since the house was in the same area. On May 28^th, 2011, I obtained a full-time job – another step forward. During my stay in the house, I decided: “Why not aim high?” If I could save enough money for a down payment, I could get a house – something more permanent, peace of mind. 

     Today, my kids and I live in our own home in Rex, GA. We decided that, this year,  our holiday season would include helping other families on a similar journey. I have asked my friends, family and colleagues to join me by making a gift to Decatur Cooperative Ministry. I am asking you to help other families find their own peace, hope and opportunity by making a contribution to DCM by yearend. Many thanks in advance for your generosity.

 www.decaturcooperativeministry.org

Grateful Giving

The end of year is a good time to reflect on our own good fortune and redouble our efforts to do what we can for those in need.  With that in mind, I'd like to share a letter from the Executive Director of Decatur Cooperative Ministry, for which I am a board member. 

DCM is a forty-year old organization with a great mission and a misleading name.  DCM does not help only those in Decatur, is not truly a "cooperative," and is a ministry primarily in the context of being there to help others.  DCM's mission is simple:  

Like all non-profit organizations in these challenging times, DCM needs funds.  Please take a moment to read the following note.  If the message resonates with you, please consider a donation.  You can find out more about DCM at www.decaturcooperativeministry.org, and you can donate here: https://app.etapestry.com/hosted/DecaturCooperativeMinistry/OnlineDonation.html.  Thank you. 

Dear Friend:

Thank you for this opportunity to share information about the mission and programs of Decatur Cooperative Ministry (DCM). At DCM, we believe there is light at the end of the tunnel for families facing homelessness, and we want to help shine that light. By partnering with other mission-minded people and organizations, DCM helps families settle into safe, stable homes and build healthy lives filled with peace, hope and opportunity.

We carry out this critical mission through three programs:    

•  Project Take Charge: a homelessness prevention program that helps families in danger of eviction stay in their homes through financial assistance, education and counseling. It includes special initiatives to help senior citizens and veterans facing homelessness. Additionally, it combats hunger through two food cooperatives and a food pantry. 
• Hagar’s House: an emergency shelter and assessment center that provides 30 to 90 days of housing, hospitality, and services for women with children 
• Family House: interim housing and comprehensive supportive services for six months or more to help families with multiple barriers to stability transition out of homelessness. 

These programs offer an array of vitally important, high quality services, but alone they are not enough to meet the many needs of most families experiencing homeless. That is why partners, who are equally committed to bringing hope, housing and wholeness, are critical to our mission. For more than 40 years, Decatur Cooperative Ministry has brought people together to serve the community. DCM partners with over 35 congregations from 14 different denominations/faith practices, schools and universities, private foundations, community groups, governmental entities, United Way, MARTA, and other nonprofits.

With support from our generous donors, volunteers and partners, here is how DCM helped families find their way to a brighter future last year:

• Prevented eviction and/or loss of utilities for 144 DeKalb households. Over 85% of families that received financial assistance and counseling to avoid eviction were still stably housed when we checked in with them three months later.
• Provided permanent food security to 30 households (mostly seniors) and provided emergency food for an additional 396 households.
• Sheltered and supported 43 mothers and their children, over 75% of whom were able to move into more stable housing in less than 90 days.
• Provided a temporary home, emotional support and services to 14 families participating in transitional housing; over half of participants were kids under age 13.

While these statistics speak to our success in providing real solutions for hundreds of parents and children in our community, we also know that there is so much more we can do with additional funds and resources. In that spirit, we respectfully ask that you consider making a donation to Decatur Cooperative Ministry. 

We welcome the opportunity to share more about our programs and partnerships and to give you a tour of our facilities.   Again, many thanks for your time and consideration.  

Yours sincerely,

Beth Vann-Turnbull

Executive Director

An Olympic Lesson in Compensation Alignment

The 2012 Olympic Games are over.  It was an inspiring 17 days, filled with accomplishment and emotion.  It was also filled with great lessons on Strategy Execution, including one of the best on Aligning Compensation and how the right compensation model drives desired behaviors. 

Think about the medals.  Is there any better example of an aligned compensation model than a gold medal?  It’s so very simple: If one performs better than one’s peers, one earns a medal (and the others don’t!).

Lesson One:            Keep it simple

Even in the most complicated of sports, like decathlon or gymnastics, the medal-based compensation model didn’t change. Yet the behaviors sure did!  You didn’t see Missy Franklin practicing the shot put, Gabby Douglas kayaking, or Ashton Eaton on the balance beam.  But why?  Each of those behaviors earned someone a gold medal.  The answer, of course, is to align compensation that drive behaviors relevant and important to each individual’s responsibilities.

The key is clarity of expectations.  Each “job” (or, in this case, Olympic event) has its own unique set of metrics.  Ashton Eaton, the gold medalist in the decathlon,  wasn’t going to be measured on his balance beam performance.  Nor did he (or his manager, er, coach) believe that practicing the balance beam was going to enhance his ability to perform on those activities where he was going to be measured. So – understandably and appropriately – Ashton only focused on those activities that would directly contribute to his success. 

Lesson Two:             Clear expectations

Lesson Three:          

Measure behaviors that make a difference

Because of the uniqueness of his job, the behaviors that would lead to his success were not the same as those that would lead to Missy’s or Gabby’s. 

Lesson Four: 

Make sure the behaviors being measured drive the desired result.

(Quick Quiz:  What are the ten sports that make up the decathlon?  Your answer is here). 

Last, note the simplicity of the compensation model as opposed to the complexity of the metrics.  Nobody won 1/3 medal in the vault because they had the best landing while someone else won 1/3 for having the best “in air” maneuver.  No – the person who received the gold medal had the highest combined score for ALL the metrics.  They couldn’t ignore one skill and focus on the others; they had to practice and be good at all components being measured to receive the desired “compensation.” Perhaps a better example is to stay with the decathlon:  There are no medals given in that sport to the person who wins each individual component.  The only medals are given for total scores at the end of all ten elements.

Lesson Five:        

Keep the reward simple – and make sure it is based on ALL of the behaviors you want to encourage.

Bottom line:  If you want world-class Strategy Execution, make sure

1)         Keep it simple

2)         The rewards are clear

3)         The desired behaviors are clear

4)         How the behaviors will be measured is clear

5)         Rewards aligned fully with desired behaviors

…and get out of the way.

Everyone can use a little luck (and help)

It has been a long-held belief that hard work and talent are important to succeed, yet a little luck is necessary as well.  Here's a new study, as noted in the New York Times that supports the hypothesis:  

Luck vs. Skill: Seeking the Secret of Your Success

http://www.nytimes.com/2012/08/05/business/of-luck-and-success-economic-view.html

Is it possible to "make" your own luck?  To a degree, yes.  You can work hard and be prepared.  You can think through alternatives scenarios and take appropriate actions.  You can "be in the right place at the right time."

But luck is, well, luck.  Is the perfect business partner (who you don't yet know) invited to the same event as you?  Does the right person introduce you?  Is your "perfect match" in the mood to hear what you have to say? 

No matter how completely you analyze everything, it is a simple truth that you cannot think through every possible scenario.  Even if you could, there are always variables outside of your (or anyone's) control.  When one of those variables break against you, you know it's bad luck:  

"We were supposed to meet for lunch, but an accident kept me from getting to the restaurant on time.  We couldn't reschedule for over a month - and by that time, we had lost the chance."

So what do you call it when everything lines up, and breaks in your favor?

Recognize and appreciate the role luck plays (or has played) in your success.  Pay it forward.  Think about whom you know who could benefit from a little kindness, generosity - or good luck.  Do your best to give it to them.  Today. 

The Dog Days and the Top Dog

Here’s a quick read you’ll like.  It’s perfect for what frequently are called “the dog days of summer.” Makes it a good time to talk about another dog: the “top dog,” and his or her role in driving successful Strategy Execution.

It’s an interesting post with good suggestions, yet, at core, based on a common (and major) misconception.  The author implies that CEOs (the “Top Dogs” referenced earlier) have the option of "relegating" (strange choice of word. Does he mean delegating?) strategy execution.  Not true - at least, not if the CEO wants to succeed.

How Smart Leaders Translate Strategy into Execution

http://bit.ly/MAThZU

One can use others to support the execution process.  The CEO must own and lead.

I’d be happy to talk through why CEO’s (or whoever the Top Dog is in the organization executing the strategy) have to own Strategy Execution, should you like. It’s one of the core principles at RedZone.

Enjoy your “dog days.”  Stay cool.  Let’s speak soon.