What I learned this week: Even when it's snowing wildly, Max would rather be outside in his doghouse (which, to be fair, is equipped with a thermostat-controlled heater & memory foam dog bed) than inside the house with me. Go figure.
Saturday, February 27, 2010
The Cold Shoulder
What I learned this week: Even when it's snowing wildly, Max would rather be outside in his doghouse (which, to be fair, is equipped with a thermostat-controlled heater & memory foam dog bed) than inside the house with me. Go figure.
Pressure Cooker Love
When the White family came to visit us recently, they came bearing gifts, which included two huge bags of home-grown pinto beans -- the most delicious in the world, in my completely unbiased opinion. That, combined with my growing pile of Bed Bath & Beyond coupons, served as the impetus for my purchase of a digital pressure cooker. If you know me at all, you're aware of how ridiculously analytical I am. So, after reading through dozens and dozens of product reviews, I finally settled on a Cuisinart. I've been pleased with the other Cuisinart products we own (coffee maker, coffee grinder, toaster, juicer, food processor, stick blender, etc.), so I wasn't surprised by the pressure cooker's strong reviews.
I wouldn't dare show you these pictures without sharing my recipe. So, here you are:
I've already prepared several dishes in the pressure cooker and have become infatuated with this cooking appliance. Not only does it cook pinto beans like a dream, but it can also soften potatoes in mere minutes. When it was snowing the other day, I used it to make this:
I wouldn't dare show you these pictures without sharing my recipe. So, here you are: Cheesy Potato Soup
4 large Yukon gold potatoes, peeled and cubed
3 onions, chopped
1.5 c. water
3 c. milk
2 tsp. salt
1/4 tsp. pepper
3 c. mild cheddar cheese, grated
8 slices bacon, cooked and crumbled
parsley or green onion, chopped (for garnish)
Put potatoes, onions, water, and salt in pressure cooker. Set on high pressure for 3 minutes. Allow slow cooker to release pressure naturally. Transfer contents to a stock pot. (If you like your soup chunky, you may want to set aside a few chunks of potato to add back into the soup later.) Use a stick blender to puree the potato, then stir in the milk and pepper. Cook over medium heat and bring to a boil, stirring constantly. Stir in cheese until melted. Stir in most of the bacon, reserving a small amount for topping. Transfer to bowls (or bread bowls*, in my case!) and top with reserved bacon and parsley or green onion garnish. Enjoy!
*I just used a small knife to hollow out small, store-bought, round loaves of sheepherders' bread.
Wednesday, February 24, 2010
Saturday, February 13, 2010
Important Management Principles
Lately, I've come to the realization that the communication and management principles that I studied so extensively during my undergraduate and MBA programs (which make so much sense!) are rarely applied in the real world. I'm not sure if it's that these approaches are "easier said than done," or if some other issues are at play. In any case, as I aspire to become the kind of leader I studied in school, I wanted to refresh myself on the most common management missteps. I'm sharing them here in case you're interested, too. My guess is that if you've been working in the professional world for any length of time, you've been on the receiving end of some of these management mistakes. Those of us who manage others need to remember how that felt and do what we can to avoid treating our own staff the same way.
1. Sending Mixed Messages - Don Blohowiak of Lead Well Institute wrote a fantastic article about how what managers do often contradicts what we say. For example, we tell employees that we have an "open door" policy and will always make time for them, but when they come into our office, we answer the ringing telephone or scan through emails while they're trying to talk to us. Another example: Telling an employee that she needs to take more intiative but then berating her for implementing a new idea without getting your "stamp of approval."
2. Focusing on the Negative - Let's face it: Screw-ups tend to grab our attention more easily than positive achievements do. However, if we're constantly pointing out our employees' mistakes without recognizing and thanking them for what they're doing well, they're going to become discouraged and unmotivated, and they'll probably look for other work.
3. Resisting Change - We all know the old saying that the only certainty in life is change. Yet many managers get stuck in a rut of doing something a certain way just because that's the way they've always done it. They feel threatened by anyone who challenges the process, and they become defensive. To stay competitive in the rapidly changing, increasingly competitive global marketplace, however, managers need to be flexible, open to fresh new ideas, and willing to embrace change, no matter how uncomfortable it might be.
4. Failing to Leverage Our Employees' Unique Strengths - I'll illustrate this management mistake with an example: Susie and John are two colleagues in the same department who have the same job title. Susie loves and excels at business development, but she isn't as strong in operations. John, on the other hand, really enjoys operations but dreads making sales calls. Many managers would make the mistake of making both Susie and John participate equally in sales and operations, but a strong manager would leverage their strengths and allow each to do what he/she does best. In other words, Susie would shoulder more of the sales responsibilities, while John would handle a greater share of the operational side. The two employees would complement each other. See how that works?
5. Squelching Employee Ambition - Often, we force employees to remain in a position for a certain length of time, regardless of their performance, before they can advance. We say that it's because they need to master the responsibilities of the position before we promote them, but if they're already blowing their goals out of the water, how is this argument even relevant? By prioritizing tenure above performance, we encourage laziness and mediocrity, and really, who wants that?
6. Thinking Our Employees Should Feel Lucky Just to Have a Job - In this tough economy, we might think that our employees' gratefulness for job stability is enough to keep them present and productive. The truth, however, is that most still need to receive recognition and career support to be motivated. Top performers, in particular, require special attention because of the significance of their contributions and their attractiveness to competitors.
A few other management mistakes come to mind, but I'll save those for another post. What kinds of problematic behaviors have you observed or experienced, and what was their impact?
- CLW
1. Sending Mixed Messages - Don Blohowiak of Lead Well Institute wrote a fantastic article about how what managers do often contradicts what we say. For example, we tell employees that we have an "open door" policy and will always make time for them, but when they come into our office, we answer the ringing telephone or scan through emails while they're trying to talk to us. Another example: Telling an employee that she needs to take more intiative but then berating her for implementing a new idea without getting your "stamp of approval."
2. Focusing on the Negative - Let's face it: Screw-ups tend to grab our attention more easily than positive achievements do. However, if we're constantly pointing out our employees' mistakes without recognizing and thanking them for what they're doing well, they're going to become discouraged and unmotivated, and they'll probably look for other work.
3. Resisting Change - We all know the old saying that the only certainty in life is change. Yet many managers get stuck in a rut of doing something a certain way just because that's the way they've always done it. They feel threatened by anyone who challenges the process, and they become defensive. To stay competitive in the rapidly changing, increasingly competitive global marketplace, however, managers need to be flexible, open to fresh new ideas, and willing to embrace change, no matter how uncomfortable it might be.
4. Failing to Leverage Our Employees' Unique Strengths - I'll illustrate this management mistake with an example: Susie and John are two colleagues in the same department who have the same job title. Susie loves and excels at business development, but she isn't as strong in operations. John, on the other hand, really enjoys operations but dreads making sales calls. Many managers would make the mistake of making both Susie and John participate equally in sales and operations, but a strong manager would leverage their strengths and allow each to do what he/she does best. In other words, Susie would shoulder more of the sales responsibilities, while John would handle a greater share of the operational side. The two employees would complement each other. See how that works?
5. Squelching Employee Ambition - Often, we force employees to remain in a position for a certain length of time, regardless of their performance, before they can advance. We say that it's because they need to master the responsibilities of the position before we promote them, but if they're already blowing their goals out of the water, how is this argument even relevant? By prioritizing tenure above performance, we encourage laziness and mediocrity, and really, who wants that?
6. Thinking Our Employees Should Feel Lucky Just to Have a Job - In this tough economy, we might think that our employees' gratefulness for job stability is enough to keep them present and productive. The truth, however, is that most still need to receive recognition and career support to be motivated. Top performers, in particular, require special attention because of the significance of their contributions and their attractiveness to competitors.
A few other management mistakes come to mind, but I'll save those for another post. What kinds of problematic behaviors have you observed or experienced, and what was their impact?
- CLW
Culture Shock
Sorry I haven't updated the blog in a while, but I've been pretty busy lately. Aaron and I have both been working really long hours. Speaking of which, I recently secured a position with a bank whose corporate culture could best be described as "old school." Management trainees (MTs) undergo an initiation process unlike anything I've ever observed in the corporate world. As such, I was recently tasked with doing a skit at a regional staff meeting. The only guidelines I was given were that it had to be relatively short, humorous, and preferably humiliating. The following is what I delivered. Note that it's a rap to the tune of the Fresh Prince of Bel Air theme song. I hope you enjoy it as much as our employees did.
Now this is a story all about how
my life got flipped, turned upside down
and I’d like to take a moment to be real frank
and tell you how I became an MT at a bank called [MY BANK].
In Lake Havasu City, where I was raised,
ridiculous heat filled most of my days.
Then in Arizona, at U of A,
I spent late nights cramming, with more of the same.
Summa cum laude, I graduated from school
and decided I’d rather live some place cool.
First we tried Albuquerque, which was still too hot,
so the hubby and I figured we’d give Colorado a shot.
He got an exciting job fixing people’s bones;
I was destined to become a corporate drone.
Then I saw [MY BANK]’s funny ads on tv
and thought it might be the Colorado bank for me.
After tests and interviews, I came on board
and, at the beginning, was incredibly floored.
Then reality sank in; I started working a ton.
Sixty-hour weeks just aren’t that much fun!
Being an MT is like pledging a frat,
complete with initiation, hazing, all that...
Luckily, though, this bank’s the best in the state,
with great customer service and a staff that’s first-rate.
So I’m pressing on; I’m sure you’ll see me around --
probably washin’ windows or shovelin’ snow off the ground.
---
DISCLAIMER: The postings on this blog are my own and don’t necessarily represent my company's positions, strategies or opinions.
Now this is a story all about how
my life got flipped, turned upside down
and I’d like to take a moment to be real frank
and tell you how I became an MT at a bank called [MY BANK].
In Lake Havasu City, where I was raised,
ridiculous heat filled most of my days.
Then in Arizona, at U of A,
I spent late nights cramming, with more of the same.
Summa cum laude, I graduated from school
and decided I’d rather live some place cool.
First we tried Albuquerque, which was still too hot,
so the hubby and I figured we’d give Colorado a shot.
He got an exciting job fixing people’s bones;
I was destined to become a corporate drone.
Then I saw [MY BANK]’s funny ads on tv
and thought it might be the Colorado bank for me.
After tests and interviews, I came on board
and, at the beginning, was incredibly floored.
Then reality sank in; I started working a ton.
Sixty-hour weeks just aren’t that much fun!
Being an MT is like pledging a frat,
complete with initiation, hazing, all that...
Luckily, though, this bank’s the best in the state,
with great customer service and a staff that’s first-rate.
So I’m pressing on; I’m sure you’ll see me around --
probably washin’ windows or shovelin’ snow off the ground.
---
DISCLAIMER: The postings on this blog are my own and don’t necessarily represent my company's positions, strategies or opinions.
Love - 365 Days a Year
I'm not very fond of Valentine's Day. Yes, it's "SAD" (Singles Awareness Day), and it's an extremely commercialized holiday. I'm frugal, so I struggle with the idea of my husband spending $25 on flowers that will die in a few days or on chocolates that'll just make me fat. Dining in a super-crowded restaurant doesn't really sound appealing, either. However, I think what bothers me the most about Valentine's Day is the fact that the holiday implies that people must be told to do something nice for their spouse or significant other. The thing about love, though, is that it's not something we can do just one day a year. It's something we must choose to do every day. Yes, it's a feeling, and a great one at that, but it requires communication, effort, and commitment, too. In a healthy relationship, we're constantly making gestures that communicate our love for each other. It's love 365 days a year.
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