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Star Advertiser, it’s all about the people

June 12, 2010 by Rosa Say

A few weeks back I wrote a short posting called “We buy, and work, with our hearts.” Those thoughts have often come back to mind in recent days as newspaper journalism turned a page within our island history.

It has been interesting to follow Hawai‘i community reactions to the new Star Advertiser, which just published its inaugural edition this past Monday, proclaiming “Welcome to the future” as its first editorial. When you study and teach value alignment as I do, certain current affairs pique interest because they so plainly illustrate what values are actually in play versus those we will say ring true. This has been one of those times.

For those who may not be aware of our current turn of events, Honolulu became a one-newspaper town this past week, when The Honolulu Advertiser said goodbye with a final edition to a 154-year history of daily morning dominance, and its long-suffering second (in total readership) became the  Star Advertiser. There are other newspapers printed on the neighbor islands, but Honolulu is noteworthy as our capital city, dwarfing all others in population density. Neighbor islanders will read the Honolulu daily pretty religiously, whereas the vast majority of Honolulu residents have never picked up a neighbor island paper, or bothered to look for it online.

The Honolulu Star-Bulletin (that Honolulu “second” to the Advertiser) was founded in 1882 as the Evening Bulletin, publishing its first edition on February 1 of that year. The name would play out as a self-fulfilling prophecy, for Hawai‘i residents have mostly thought of the Advertiser as the daily morning paper, and the Bulletin as the evening edition; older news of the day, even when untrue and they’d broken a story first. The Bulletin was a paper you read when you had extra time to spare and it happened to be easily at hand, and it didn’t even dominate the evening: The six o’clock evening news on television did. If you didn’t get around to reading the Bulletin you didn’t feel the loss, a hard hurdle for any business to overcome, much less one hawking the news.

From an outsider’s and customer’s viewpoint, the Honolulu Star-Bulletin was all but throwing in the towel in recent years even though the floundering and radical cost-cutting at its rival was plainly apparent. Prior to the merger, the Advertiser published in the more dignified broadsheet format while the Star-Bulletin published in tabloid format. In some fast-food establishments the Star-Bulletin was given away for free, which is rarely a good sign. So in the emergence of the new Star Advertiser, you could say the underdog somehow prevailed. Might the true story be that the Bulletin was actually run better for long-term business survival? Even if true, it is not the story we bother to hear, or pay attention to.

“The Honolulu Advertiser and the Honolulu Star-Bulletin have a long and tangled history together, but in the end, each paper was better for having the other as a sparring partner.”
— from the About Page now up at www.StarBulletin.com

Maybe so, and the oft-quoted reason many still hope our run as a one-newspaper town will be short-lived, but for now, we are focused on how that sparring is causing some pain.

Now a single paper, the publishing team has wanted Hawai‘i residents to think of the new Star Advertiser as a merger between the two journalism institutions, and a stronger reinvention. Burl Burlingame recaps the business deal which occurred here: Honolulu Star-Advertiser – About Us, where he truthfully, and matter-of-factly starts with,

“The histories of Honolulu’s two primary newspapers do not run on separate tracks. Like a maile lei, the branches are woven together in a flowing tangle, with events happening over the years due simply to circumstance, coincidence and — often — bad blood and raw emotion.”

And there’s the rub: People are remembering the “bad blood and raw emotion” of the past while they simultaneously magnify any aloha-less actions within this merger of the present. Community focus has been on just about every action taken or not taken in the transition with a notable exception: Actions taken with the actual quality of the journalism.

The biggies have been jobs, workplace aloha and gainful employment:

“The deal [the sale of the Advertiser to the Star-Bulletin owner, and subsequent merger] will result in the loss of more than 400 jobs, making it one of the largest mass layoffs in Hawai‘i in recent years.”
— final edition of The Honolulu Advertiser

While the merger now stands at 54 more ex-Advertiser employees on payroll (265 as compared to the 209 Star-Bulletin staffers retained), that final edition of the Advertiser made a point of illustrating the layoff numbers: 315 were laid off from the Advertiser’s Goliath, and 91 from the Bulletin’s David. Local media coverage and much blogging has collaborated in the commiseration, and I’m not surprised.

Much as we logically understand that businesses have other survival needs to care for as their nonnegotiable basics, we hate that they have those instincts. We hate having our feelings about its people minimized, ignored, or relegated to reasons smacking of “we had no choice.” We never believe it, always feeling there must be a choice deferring to human decency. We want to love only those businesses we feel truly care for us on a basic human level, and we see ourselves in the faces of that business’s people. If you don’t care for your own people, how can you possibly care for us?

Quality journalism alone will not cut it for the Star Advertiser no matter how much we might yearn for it, especially since “quality journalism” is subject to so much opinion. We don’t much want to hear from the ‘business’ at all: We want the word-of-mouth assurances from our colleagues, neighbors, friends, and community watchdogs that the staffers are okay. When they’re okay we’ll be ready to be accepting customers, but not until then.

It has amazed me that the leadership teams involved in all three newspaper entities have largely ignored this when it is so obvious to everyone else. In their ‘journalism’ of this ‘news event’ they have all three written of the business deal facts with a more eager show of transparency, when they should have shared much more of what they have done to care for their people: We don’t care about the business deal, that’s your problem. On the other hand, your people, whether laid off or retained with survivor guilt, can become our problem too. We care about them a great deal more than we care about your reporting of the news.

As a result of not knowing more about any care taken with staffers, the public is left to conclude that each business simply has not done enough. We’ve listened to the more vocal complainers, and we’ve believed them, because they’ve been brave enough to share their emotions, whether right or wrong.  Worse, business deal done and put to bed, we fear the Star Advertiser will simply wait out our memory of fresher pain. Ask go! Airlines how well that has worked for them, for they are still blamed for Aloha Airlines demise despite all we now know.

A business is usually faceless; it’s a ‘thing.’ As it gets to be a bigger thing, it becomes even less human, a monster we fear lurks in our bedroom closet. No matter what we know about any business entity and its strategic objectives or innovation, what we feel about that business is all about the people involved, and how we feel about them. That’s just the way it is, and will always be.

Star Advertiser, I wish you well, I sincerely do. Far as the news reporting goes, I have been impressed with your first few issues. However you must know that your monopoly isn’t going to help much in this day and age where technology makes ‘news’ pretty easy to come by. Any early support you are receiving is support for the people you still employ, for we, their neighbors, understand that they need you as an employer way more than we need you as a newspaper. I didn’t have a ringside seat, but as a blogger formerly writing Say “Alaka‘i” for the Honolulu Advertiser I wasn’t in the nosebleed section either, and it’s time for you to manage with way more aloha. Please call me if I can help.

Ho‘ohana Community, what are you learning from this case study? What do you think your community feels about how you treat your staffers, and how does it affect your business?

Attention and Intention: Right back atcha Rosa!

March 30, 2009 by Rosa Say

Hc_badge100x50
Preface:

I am proud of you and honored by you, our Ho‘ohana Community. From now on, you will see this HC badge pop up to the right, to let you know when I am writing to you as the community we have become here, and not specifically in regard to my normal subject matter of Aloha-inspired management and leadership in values-based workplace cultures and personal behaviors.

Before I launch into the rest of this posting, I want to say that I do intend to have my Talking Story articles evolve to a much shorter form from now on. This will not be a short one today, but I feel it is extremely important, as it is foundational to what is yet to come.

It is about our intentions and our attentions. A powerful match-up we have spoken about both here in regard to Ho‘ohana and at Joyful Jubilant Learning. You’ve called me on them, and that is just the very latest reason why I am proud of you and why you inspire me!


I am going to pull a comment from our conversations here over the weekend by way of introducing this post:

Paul wrote:

As a recipient of your newsletter announcing these changes it is really interesting to see the story of the decisions behind these changes from your perspective… I can really empathise with your decision to make this change. To me it signifies a couple of things: The first is your ability to exhibit leadership not just as a coach but in the way you live & lead your own work & life. The second is your willingness to embrace the new, new media that many of us are still feeling our way with and take the kind of steps that confirm the closeness and interaction you want with this community.

And I responded:

It’s
funny Paul, I pride myself on my independence (rebellion at times!) and
on my quick decision-making, but I also know my growth has come during
those times I open myself up to being wrong. I am still not there with
everyone I encounter, but being wrong when someone in our Ho‘ohana
Community is willing to tell me so? Wrong doesn’t get any better than
that! So I open up and go with the learning that sometimes, keeping the
can-be-ugly process all to yourself is foolish. This is one, very smart
community.


As for embracing the new media, that is actually the easy part, for I
really, truly love it, and I think we should all have a) free medical
care and b) free internet access! When I think of what we human beings
could achieve by being fully healthy and fully connected… wow.

Meant every word. Mahalo Paul, for giving me the opening to express that.

I did deliberate for a long time, and I wrung my hands over my decision to indefinitely retire our Ho‘ohana ‘ÅŒlelo newsletter. That final issue I sent last week suffered through draft after draft – Exactly what do I say? – until I finally said to myself, Enough already! You know them, they know you, just send it!

And you did know. You knew more. You knew about what I did not say too.


2 Blue, 1 White~ Front

As from Paul, your comments here and in other public forums we have were very, very generous and supportive. A few of you were more direct in emailing me privately.

To paraphrase your messages very succinctly (for they too were very generous and supportive), over the last week you have asked me

Rosa, what is your underlying objective in what you do today?

How much has this recession changed your attentions and your business?

Exactly what is it that you want, or expect from us as the Ho‘ohana
Community?

And you deserve an answer. Let’s talk story about where our canoe will paddle to next.

My focus has not shifted, but it has become more precisely targeted. I will explain. Let’s start with the second question first.

Has the recession changed your attentions and your business?

The recession was not a trigger – the experiences which made up the whole of my business over the last 6 years combined into the powerful, and not-to-be-ignored trigger. The recession has actually been a gift of sorts for me, as it was an accelerant: I am now working on a reinvention of my business model that I had projected for 2010 through 2012, and instead I am doing it right now, convinced I need not, and should not wait.

Yes, the recession has been a big hit to the cash flow of my coaching business, however it has also given me more time to work on strategic pursuits and entrepreneurial development of my other ideas versus the gig-after-gig, trip-after-trip delivery of product and service that I already have. I now have time to innovate and invent, and not just duplicate.

What is the underlying objective in what you do today?

In brief, less individual coaching, and more team coaching and workplace culture design. Less personal service delivery, and more product development that will better scale the Managing with Aloha movement. And my dream is just that: To have movements tip with working with aloha, managing with aloha, leading with aloha, and teaching with aloha.

At this very moment, to be brutally honest (with myself) Managing with Aloha is merely interesting to people as opposed to a true movement. In the last five years since my book was published (and the philosophy thus shared) I do feel I have made great strides with bringing MWA to individuals, but not enough progress has been made with organizational culture.

I believe the secret sauce to be in enabling powerful teams versus individual mavericks. Thus my objective is to shift my focus to teams and to communities, the more globally inclusive they are the better.

Hence my decision was a first step in that shift: No more email broadcasting to individuals who are not connecting with each other by merit of that newsletter alone.

Exactly what is it that you want, or expect from us as the Ho‘ohana Community?

Okay. Deep breath.

You have told me that you were connecting, you were using my value of the month program with each other and within your own teams, and I just did not see or hear about it personally. Great! Keep it going!

If that is what you have been doing, you don’t need me to nag you about it anymore, and I need to devote my Ho‘ohana attentions to a more publicly staged movement. Some of you have expressed guilt about not saying thank you to me enough, and sure, appreciation for what I freely publish is great, recognition is wonderful, but that’s not it – you have no reason to feel guilty. We are growing – I am growing too, and if I do not lead new initiatives, how can I ask you to do so?

I want and will now expect bravery and transparency on web-based spaces we will develop and brand with our Ho‘ohana Community name. I want inclusive collaboration between teams of people who are ready to be leaders in their chosen communities.

I want those things in public, and not anonymously or privately, and not just behind closed doors and too-safe havens, and I am deliriously excited that today’s social web is helping us make that happen. I have been frustrated with lurkers and silent readers who take, take, take, and do not give back in the way that will allow our community movements to grow in larger expressions of aloha management and Alaka‘i leadership and I realize I cannot be all things to all people. Said another way, in the jargon of the day, I hereby choose my next tribe, and they will be the movers and shakers, the creators of vital movements.

I want to give my attentions to the courageous, self-motivated and energetic person to says “Can do” instead of meaning “Won’t try” and who thinks “Why not?” instead of saying “Yeah but”” I am not giving up on individuals completely, not at all. However the individual who will now get my attention, and my coaching and mentoring intentions is the emerging leader who clearly understands something:

  • He or she must be effective individually, walking the talk of self-management and self-leadership and relentlessly pursuing the lifelong learning of personal growth.
  • The Ho‘ohana [intentional work] of Aloha management and Alaka‘i leadership is about teams, tribes, and creating powerful community movements. There is a lot of need in our world, and we have to answer a higher calling with serving our fellow human beings.

And please understand that MWA is just one expression of a possible movement.

Over the past few years I have learned something about myself: I love being a community organizer. I think of Joyful Jubilant Learning as the pioneer community of incredible people who have helped me shape my thinking. We have accomplished so much there, and now I want to step it up, both there and in other forums.

As of this writing, Talking Story is one, and our new MWA-HC Group on LinkedIn is another. I am writing for Say “Alaka‘i” at The Honolulu Advertiser to offer up my continued coaching in our learning of Alaka‘i-aligned management and leadership, and to give back to my own local community.

So why didn’t you just say this in your last newsletter?

I did not feel it was the right venue, and when the right time came, I strongly suspected that Talking Story would be. I did not anticipate it would be so soon, but I underestimated you and your readiness, and I promise, I will not do that again.

So let’s talk story.

What else would you like to know? I will answer you honestly and transparently here: I fully intend to commit Talking Story to the sense of place I described above. A place of Aloha, of Alaka‘i, and in support of courageous, publicly transparent web-based learning and collaboration.

Ho‘ole‘ale‘a: Time to come out and play. Sure, I am very serious about what I have said here, but no one said we wouldn’t have a great time in our doing of it!

Potluck Suppers and Brownbag Lunches

March 10, 2009 by Rosa Say for Say “Alaka‘i”

“We could call Malone.”

Malone loves the char siu ribs which have become widely known as my husband’s specialty. They are really, really good, something you never get tired of eating —the first time. When the chef is in the family you do get a bit spoiled about not wanting to eating them as leftovers though; just not the same as heat-plumped and juicy off the grill. Problem is, his char siu rib recipe is one that just isn’t worth making for less than a crowd; when we get hungry for them we think of Malone and our other friends, and will usually call them saying, “Hey, want us to do the cooking tonight?”

Well, I call, he cooks!

Potluck Suppers

When our children were younger, we’d have potluck suppers every Saturday night with neighbors and friends. It replaced the pre-kids dating-days extravagances to which we’d have to add paying a babysitter. Now that both our kids are in college, and miles away on the mainland, the potluck suppers still happen, but as a consequence of those char siu cravings, and when we make Costco runs fully aware that bulk buying is not meant for just two people.

There is one other reason our potluck dinners still happen: A biggie. Come to think of it, it may have always been THE reason, with everything else just fortifying the inherent wisdom of eating with company. Sure, we saved time and money (and leftovers), got more variety in our meals, and were able to entertain our families with other people’s kids and no babysitters (or the TV). But the biggie was talking story: Our potluck suppers were about being neighborly, being friendly, and sharing our aloha in the community of people we liked, respected and admired. We taught each other a lot more than how not to waste perfectly good food.

Brownbag Lunches

You get very spoiled when you work in the hotel business. Along with the job, you get your meals in the employee cafeteria. It’s one of those beautiful match-ups where a great employee benefit with huge intangible ROI, also happens to be a brilliant way to take care of banquet leftovers and over-zealous restaurant prep or the ‘spoils’ of chef-training, and leverage your purchasing buying power to boot.

I freely admit that I have taught managers how to good-way eavesdrop in employee cafeterias. It’s part of their Kākou ‘language of we’ coaching, where we get in the habit of picking out the “we” “us” and “our” versus the ‘me, me, me’ “you” and “them” statements which are red flags:

Kākou is the language of “we.” And the language of we stimulates ownership and personal responsibility in the all-encompassing initiatives of a company. If you hear your employees talk about “our company” versus “the company” you know you’re on the right track. They feel they have a stake in what you do, and they take actions they believe are important and worthwhile. They are your partners, and these words of inclusiveness imply that they feel their voices and opinions are considered carefully in the decisions you make.

— Kākou in Managing with Aloha

However you don’t have to be in the hotel business to get these benefits of talking story around lunch tables —or in potluck suppers. You could have brownbag lunches (or monthly potluck picnics). Tap into your water-cooler conversations in the workplace by simply making sure you have a place where people can congregate over their meals —and no, that table everyone uses outside for smoke breaks doesn’t cut it.

  • How do you congregate to talk story in your workplace?
  • Congregation can worry managers so unnecessarily” how does the worry turn into a more promising prospect?
  • What other benefits are to be gained from your brownbag lunches?

Let’s talk story.

Comment here, or via the tweet-conversation we have on Twitter @sayalakai.



More reading from the Say “Alaka‘i” archives on:
 

  • Communication: Bring Hawai‘i to the Workplace by ‘Talking Story’ (February 12th)
  • Culture: The Top 7 Business Themes on my 2009 Wish List (December 28th)
  • Sense of Place: We’re supposed to be good at being ‘local’ (January 15th)
  • Alaka‘i Archive Love: February 2009 Update

~ Originally published on Say “Alaka‘i” ~
Potluck Suppers and Brownbag Lunches


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Communication is our Killer App

March 5, 2009 by Rosa Say for Say “Alaka‘i”

Last post I told you about a new Twitter account I’d be setting up for Say “Alaka‘i.” As popular as Twitter has become, I knew that it might be a stretch for many managers and leaders, but I decided to try anyway. If there is one thing I will not allow myself to do, it’s underestimate you and what you are capable of.

When they first heard about it, there were a few managers already in my personal Twitter community who also wondered what in the world I was thinking, for I already had one account where they were engaging with me; why another? —and this, from people who are Twitter evangelists!

The answer is that most of you who read this blog aren’t there, and the Rosa Say floodgates of Twitter enthusiasm have been fully flung open at @rosasay: I didn’t want you to get overwhelmed by some of the rabbit trails I will joyfully bound down in my learning there, especially if you were new to Twitter. I wanted to streamline and Alaka‘i-focus on @sayalakai, creating another digital, web-based management/ leadership place you could more comfortably jump into and learn about. In the process, I hope to develop another way that we can quickly and easily communicate.

Here’s the thing: I believe that we can always converse with each other more than we are, sharing the incredible amount of knowledge stored up in our amazing brains. You know how I feel about ‘talking story.’ You can expect that I will continue to stubbornly work on communication as my killer app in promoting Alaka‘i leadership, and managing with Aloha.

“Technology has revolutionized our landscape.”

Let me share an excerpt from one of my all-time favorite business books:

“Until recently, bizpeople could survive for years without advice, without connection skills, perhaps even without new ideas. But now that the bizworld is moving at a velocity once unheard of, many of us can’t keep up. We’ve made some bad decisions, we’ve received some bad advice, we didn’t get connected to the right opportunities, we’re feeling left behind or left out.”

“Technology has revolutionized our landscape. Before the information revolution, business changed gradually and business models became antiquated even more slowly. The value progression evolved over decades and double decades. You could go to college, get an MBA and work for forty years, and your pure on-the-job knowledge stayed relevant. Relationships were for the most part geo-bound, and only a handful of people comprised your entire business network.”

“That was yesterday. Forget about today, because tomorrow is upon us. And to succeed in tomorrow’s workplace, you need a killer application [a killer app].”
—Tim Sanders, author of Love is the Killer App: How to Win Business and Influence Friends

In his book, Sanders goes on to explain that love is his killer app, saying that “those of us who use love as a point of differentiation in business will separate ourselves from our competitors just as world-class distance runners separate themselves from the rest of the pack trailing behind them.” His book is exceptional (he has a great blog too), and I highly recommend you read more of what he has to say in regard to his definition of ‘love business;’ “the act of intelligently and sensibly sharing your intangibles [of our knowledge, our network, and our compassion] with your bizpartners.”

We need each other, and we need to realize we do

I believe that Tim Sanders is right: Love IS the killer app. Sanders wrote Love is the Killer App in 2002, and it is still highly relevant for our times. There is no way I will ever give up on love —that would be like giving up on Aloha!

However today, my ‘killer app’ is conversation. I can write quite a bit, and about all kinds of things related to management and leadership and business, but the writing doesn’t amount to much without the conversation which brings it to life in every day application for you.

“Build a community of those you love and who love you.”

—Mitch Albom, author of The Five People You Meet in Heaven

To love people, to share your Aloha with them as a community, you have to continually create ways that you can communicate with them. You have to make it easy for those people to communicate with each other too. I don’t believe that most of you are already engaging with me, and with each other, so I am hoping that Twitter will be another avenue to help us make that happen. We have gotten off to a great start there, and I am excited to see just how dynamic our engagement can still become.

Ultimately, we learn most from each other

“The process of connection is highly proactive. So are most successful people” your network is your net worth.”

—Tim Sanders

@sayalakai is an experiment; a pilot project for Say “Alaka‘i.” Pilot projects are great: We play with them in the process of committing to a decision about them one way or the other, but we play full out, so that if they don’t work we’ll know we gave it our best shot. If Twitter doesn’t work, I will try something else, but it will still be about improving the way we communicate.

If you are a manager or a leader, not communicating is not an option.

So, we play full out, giving this pilot a shot: Let’s talk story. Make conversation your killer app too. You now have three Alaka‘i ways to do so:

  1. Comment right here on the blog —I encourage you to introduce yourself so we can get to know you.
  2. Twitter with us @sayalakai —mahalo nui loa to those who have already jumped in there!
  3. Email me your questions for Sunday Koa Kākou —it’s no surprise to me that Sundays now capture some of the best postings here, for you make this happen.

~ Originally published on Say “Alaka‘i” ~
Communication is our Killer App


A Talking Story Extra: If you do not yet have it, Love is the Killer App is a must for the personal library of managers and leaders. I wrote more about the book in this posting in our archives: 7 More Ways to get the most from Books.

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