Publisher's Letter

Contributors




1. Surviving Holiday Stress
2. Designing with Antiques and Recyclables in the Garden - Let your garden reflect who You are
3. Interviewing a Babysitter
4. Lucky 13 – Beating the Odds for Marital Bliss

1. Is Following the Rules Still Worth It?
2. Women, Beauty, and the Workplace
3. Happy Holidays from Kuwait
4. Procrastination is a Waste of Time

1.NORTH CAROLINA BLISS GOES TO CANADA

2. Take Two Laughs and Think About It in the Morning


1. Either Way You Slice It, Understand Advertising Opportunities to Effectively Promote Your Company

2. Being an Effective Leader by Building Trust

3. "Nice" Doesn't Mean Good or Effective
4. I CAN ALWAYS GET A “REAL” JOB…AND OTHER LIES FROM THE CREATIVE ENTREPRENEUR

1. The 4W’s to Create Successful Space: A Time and Place for Productivity

2. Stick to Your New Year’s Resolutions by Understanding the Pitfalls
3. Nurturing Her Fellow Artists: Cheryl L. Weisz, author, The Artist Handbook
4. Seven Social Savvy Strategies for the Season

1. What is Your Name?
2. Blending Sacred Stuff from the Past: Making New Memories in the Present
3. Grief and Beyond—Some Facts about Suicide, Survivor Issues, Ways to Prevent Suicide, and National, State, and Local Resources

Habitat Charlotte’s Gift from the Heart Holiday Card Program

1. Mint Museums' Long Range Programs & Events Schedule

2. Mint Museums' Long Range Exhibition Schedule
3. Design Made in Africa, December – January 6, 2007 McColl Center for Visual Art
4. McColl Center for Visual Art December 1, 2006 - January 6, 2007

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Lea Strickland

"Nice" Doesn't Mean Good or Effective

Have you ever been asked, or asked someone else, about a particular manager? Was "nice" the first word you used to describe the person? Nice managers can be great managers. Nice managers can be ineffective managers. “Nice” says very little about anyone.

Sometimes it seems that using the word “nice” to describe a manager is like telling someone their blind date has a "great personality." It doesn't address the good or the bad. It certainly doesn’t include the whole picture of the person or particularly relevant characteristics, but it does set off warning signals in our brains.

Have you worked for a "nice" manager? One who just wants everyone to get along? Who in trying to keep things "equitable" and without conflict lets the effectiveness of the group decline? Or one who, in trying to be popular, lets a few, or even the majority of the team, get away with less than stellar performance?

An experienced manager once said there were four F's to managing—fair, frank, friendly, and fun. Let's take these one at a time.

Fair doesn't mean treating everyone exactly the same. It does mean being consistent, providing the appropriate degree of support and supervision for each person's level of performance, and ensuring each individual makes an equal share and contribution. To be fair often means not being "nice"; it means being respectful, clarifying expectations, and making it clear those expectations are not being met. It also means taking into consideration circumstances and context of an issue. It doesn't mean ignoring a problem or hoping things will resolve themselves. For instance, when a group has to work together to produce a product or service and everyone has a specific role and requirements, a consistently late team member causes the other members of the team to pick up extra tasks or be idle waiting for the late team member. Both are costly to the efficiency, effectiveness, and morale of the team. Letting the person get away with the behavior signals it is acceptable and the other team members will be unfairly burdened. This may seem "nice"; it isn't positive for your team.

Frank, straightforward, direct, to the point—however you put it, it means addressing issues. The consistently late team member is an issue. A frank discussion is required. The tardy behavior isn't the true issue. The issue is not keeping commitments to the company and the team. It is critical the manager hold a frank discussion with the employee to learn what is going on. It may be the employee has some major personal issues. It may be appropriate to look at changing job assignments. It may be any number of causes, reasons, or issues. For the manager, this is a performance-impacting issue that must be addressed.

Friendly seems self-evident. Having good relationships with your staff, team, peers, and bosses enables you to get things done. Friendly doesn't mean that anyone gets a free ride. Friendly doesn't mean that you don't hold team members accountable for results and performance. It means having a positive atmosphere, demeanor, and being approachable to discuss and address issues.

Fun isn't associated often enough with the workplace. Work is, after all, serious business. Work is also where we spend the majority of our time. If it isn't a fun place, it drains our energy and has us empathizing with cartoon characters like Dilbert (who I once was sure resided in the cubicle beside me!). Fun is being able to talk, laugh, and enjoy being at work, if not the work. It doesn't mean throwing a baseball, Nerf ball, or other items around in the office while others work. It doesn't mean surfing the Web while colleagues are freaking out as a deadline approaches. Fun also isn't inappropriate or derogatory jokes at a coworkers expense. Fun is an atmosphere of mutual respect and being able to get involved in non-work related activities. It is about building professional, yet personal, ties with team members.

Nice managers can be good managers if they keep in mind that popularity isn't the final measure of success. Popularity without respect and an ability to get the work done isn't a long-term career builder. By all means be nice, but also be effective! Keep the four f’s in mind as you lead your team and you will be able to be effective and "nice."

Lea Strickland, MBA, CMA, CFM, CBM, president and founder of F.O.C.U.S. Resources (a business management systems consulting firm that addresses the total business through financial performance), has over 18 years experience in financial and operational leadership positions with various companies including four Fortune 500 and Global 100 companies. She has worked with established and emerging companies—private and public, US and foreign-owned. She holds degrees from The Ohio State University (MBA—Accounting, Marketing and Human Resource (Change Management)) and The University of Charleston (Bachelor of Science—Finance and Business Management with technical minors in Marketing and Accounting).

As a financial leader, Lea was instrumental in obtaining funding from Deutsche Bank for a local technology growth company. She is also credited for saving over $30 million for a manufacturing operation and obtaining $97 million in funding for the expansion of that same facility. Her client and industry experience includes audit, banking, OEM automotive and tier one automotive manufacturing, electonics manufacturing, consumer products manufacturing, software, industrial textiles manufacturing, and many other industries.

In 2004, Lea was asked to be expand her consulting practice into working with government grant and contract recipients on compliance and financial control systems. The government funding-compliance consulting focuses on small technology, bio-technology, software, and bio-agriculture businesses transitioning from research and development to full commercial operations.

Ms. Strickland was also asked to develop an “On-shoring” program to provide consulting services to technology firms in Europe and Asia seeking to locate, build, and operate facilities in the United States. These innovative tele-workshops are provided via telephone and Internet to companies prior to their establishing a footprint in the U.S. market.

In addition to her consulting services, Lea is a well-known and sought-after speaker, expert panelist, workshop leader, and author on start-ups, micro-enterprise, small business, financial systems, and business issues for companies of all sizes. Since 2003, she has had over 200 articles published in journals, newsletters, website expert sites, and magazines (print and Internet-based). Her credits include:
Expert Columnist: Carolina Newswire, NC Journal for Women, Business Leader Magazine, Local Tech Wire
Book: Out of the Cubicle and Into Business
Area/Topic Expert: Entrepreneur Magazine
Contributing Writer and Advisor: Small Business Technology Magazine

Lea has been honored with the several awards including: Outstanding Young Executive in the U.S. (1989), International Who’s Who of Professional Management (1999), and Who’s Who of Executives and Professionals (2003). Currently, she is active in municipal governance, serving on the Town of Cary Zoning Board of Adjustments (2001 to the present). She has served as an expert panelist and speaker for the following community and business organizations: Council for Entrepreneurial Development, Wake County (North Carolina) Community Colleges, Institute of Management Accountants, Graduate Women in Business National Conference (2002), Executive Women Club, Fast Trac Programs, Small Business Technology Development Center (North Carolina)

In addition to her current client list, Lea (together with other business and community leaders) donates her time to establish affordable resource programs for entrepreneurs and small businesses. She is also co-hosting the North Carolina Capital Markets Exchange to aid emerging and growth businesses in obtaining growth capital.

“For Lea, it isn’t about fitting the business to the method, it’s about finding the right approach for the business.” - G. M., Electronics Manufacturer

Lea’s hobbies and interests include writing poetry and short stories; reading; piano; community services—mentoring programs; and painting (oils, acrylics, watercolor, and mixed media) landscapes, seascapes, and portraits. She also enjoys spending time with family (especially her two nieces) and friends.

Lea Strickland, MBA CMA CFM CBM
President & CEO F.O.C.U.S. Resources
104 Barcelona Court
Cary, NC 27513-4201
Main Telephone: 919.234.3960
Mobile: (919) 210-7171
Lea@focusresourcesinc.com
www.focusresourcesinc.com
   

 

Upcoming books:
Into Business Step-by-Step: Making the Key Decisions—Winter 2005
Government Grant Accounting – The Business Requirements of Government Funding—Winter 2005
Vision, Strategy, Structure - Results—2006
The 360° Enterprise—2006