Accommodating

The ability to hit a target at ranges up to 500 yards is essential to becoming a Marine.  Every aircraft mechanic or truck driver who aspires to be a Marine recognizes that first and foremost he or she is a rifleman cable of dropping tools, picking up and firing a rifle with effect.  That is why the Marines devote weeks in boot camp to marksmanship training.

Recruits learn to master themselves and their rifles, including the ability to adjust the rifle's sites for wind and distance.  When aiming the rifle, the recruit has to look through the site with his or her right eye, keeping the left eye closed. 

While exploring the National Museum of the Marine Corps, I learned that my husband (who served in the Corps) does not have the ability to keep his left eye closed when his right eye is open.  He can do the reverse -- left open, right closed.  He explained that when he was on active duty, he had to wear an eye patch when he shot a rifle.

"Why is it that I never knew this about you?" I asked.  "And what were you supposed to do in battle?"  (Note: Fortunately, he never had to fight in battle.)  "I always carried an eye patch with me," he said.  Keep in mind that we married (years ago) while he was in the Marines – on active duty, and I never knew he had an eye patch.  I never saw one even though he always carried it in his pocket. 

I was fascinated to discover this.  I wouldn't consider my husband to be an individual with a disability because he cannot shut his left eye and keep his right eye open, but he did lack an important ability needed to perform an essential job function -- firing a rifle with effect.

The Americans with Disabilities Act (ADA), as amended, requires employers to make a reasonable accommodation for qualified applicants and employees so they can perform the job's essential functions.  Companies that do business with the federal government must also comply with Section 503 of the Rehabilitation Act of 1973 which has the same requirement.   The key issue is that the individual must be qualified to perform the essential job functions with or without an accommodation.

·       Both law prohibit discrimination against those individuals qualified to perform a job's essential functions.  There is no requirement for employers to lower their standards or to hire individuals who do not meet a position's minimum education, skill, and knowledge requirements.

·       Discrimination includes, but is not limited to, questions about the nature of a disability during a job interview; failure or refusal to consider a request for accommodation of the disability; refusal to hire, demotion, placement on an involuntary leave, termination, harassment, denial of any other term, condition or privilege of employment.

A reasonable accommodation allows a qualified individuals to perform the essential job functions unless it creates an undue hardship.  A reasonable accommodation is a modification or adjustment to a job, the work environment, or the way things are done.

Accommodating a disability need not be an extensive or expensive endeavor.   Sometimes a simple eye patch is all that is needed -- so simple that someone close to the individual is not aware that an accommodation has been made. 

You can learn more about the Americans with Disabilities Act and the ADA Amendment Act in The Big Book of HR.

Thoughts on Female Leaders

Barbara and I belong to a book club that reads books related to business topics.  A few years ago we started setting aside our March meeting to discuss a book about a woman – first ladies, such as Eleanor Roosevelt, Jane Adams, and Betty Ford or business leaders such as Coco Chanel, to name a few – in honor of Woman’s History Month.  This year we discussed Katharine Graham and her leadership journey and challenges starting with taking over as president of the Washington Post following her husband’s suicide, taking the company from privately held to a public corporation, and her decisions around the Pentagon Papers, Watergate and the pressman’s strike. 

How fitting that on March 2, 2014, the Washington Post ran an article about women at the helm of top museums in Washington DC.  Here are some thoughts on female leaders from these women who are museum directors.

1.  I do think women have a different management style than men.  They tend to be calmer and know how to balance many things, and in my experience, they have a better sense of humor on things.  Peggy Loar, Corcoran Gallery of Art interim director.

2.  I was thinking back to when I first started [in 1994].  I was one of the first female (museum) directors, but I never thought about it one way or another.  I was excited to build the museum, but there was no doubt that there was a good-old-boys network at the time.  Judy A. Greenberg, Kreeger Museum director (on being one of the first female directors in Washington).

3.  We can all make generalizations about men and women, but the qualities of a great leader are the qualities of a great leader, and no leader is perfect.  I can't see gender being a determining factor in anyone's leadership success.  Sara Bloomfield, U. S. Holocaust Memorial Museum director.

4.  When I started out, I didn't think a whole lot about [gender], but one thing that's always been true is that the audience skews toward women.  It's a natural thing then that you'd have more women in leadership positions.  Kate Markert, Hillwood Museum director.

5.  If you look at Smithsonian leadership ... it's still very male dominated.  Having said that, I'm eternally grateful to the Smithsonian for looking past gender ... But if we could get more women on boards, it would make a difference.  Kim Sajet, National Portrait Gallery director. 

6.  I'm kind of pro-soul.  I've always felt like I'm a human being first.  Rebecca Alban Hoffeberger, American Visionary Art Museum founder and director.

7.  The whole notion of creating teams and bringing your team together, is that because I'm a woman and women work in teams traditionally, or because we as a society realize that teamwork produces stronger results?  Julia Marciari-Alexander, Walters Art Museum, executive director.

8.  Women are phenomenal; we are usually juggling a lot more than men have to.  Most women directors I know have families and have raised children.  They have a life outside of the museum.  Camille Giraud Akeju, Smithsonian Institution's Anacostia Community Museum.

Living Your Culture—Zappos Style

I love shoes--always have and always will!  I love shopping for them and wearing them! I am not alone in my love of shoes judging by the popularity of companies like Zappos. The first time I ordered from Zappos I was extremely impressed with the extraordinary level of service and that first experience wasn't a fluke--subsequent orders have been handled well, the products almost always as described and my infrequent returns graciously accepted.

These interactions piqued my interest in Zappos as an organization, so I started researching Zappos.  I was delighted to learn, that unlike many successful companies who carefully guard their secrets to success, Tony Hsieh, CEO, is open about their values and what makes them successful (so successful that they were acquired by Amazon but have been able to retain their well-defined culture and values).

Zappos believes that their culture “embodies many different elements. It’s about always looking for new ways to WOW everyone we come in contact with. It’s about building relationships where we treat each other like family.  It’s about teamwork and having fun and not taking ourselves too seriously.  It’s about growth, both personal and professional….It’s about having faith that if we do the right thing, then in the long run we will be part of building something great.”

In his book, Delivering Happiness: A Path to Profits, Passion, and Purpose, Tony writes about how a company’s culture and a company’s brand are really just two sides of the same coin. The brand is simply a lagging indicator of the culture. 

When Zappos started to grow, they had discussions about how to sustain the culture they wanted.  The leadership discussed how they could remember what it was like at the beginning and how they could share those memories with new hires while building excitement for what was to come.  From these discussions came the Culture Book which is published annually with quotes and pictures from employees. You can check out their website and order a free copy if you are interested in learning more.  I just received my copy of the 2012 Culture Book and it is filled with amazing stories and pictures that showcase what the Zappos culture means to employees.

 

Zappos culture is based on their 10 core values which provide a blueprint for every decision. Many organizations have core values and may even post them on the wall or bulletin board but do they live them?   At Zappos, they talk about them and they use their core values. Their values play a big part in how they hire, train and develop their employees.  One of my favorite practices at Zappos is that everyone hired goes through four weeks of training. New hires learn about company strategy and about the culture and why it is critical to the organization’s success. They learn about the customer service philosophy, but not just in words—everyone spends two weeks working in the call center taking care of customers.  And, during the training phase, they offer new hires cash to quit so that they are careful not to hire people who are just there for a paycheck. 2-3% of new hires take the cash and leave while the remainder go on to work for a company that is built on great customer service that just happens to sell shoes! 

Recently Zappos announced they are reorganizing around a new managerial concept.  It will be interesting to see if the culture stays strong or is impacted by this shift.

What might you apply from the Zappos story to your organization?  I’m off to order more shoes!

What I Learned from the Olympics

As I write this, I am watching the closing ceremony from Sochi and thinking about what it takes to be the best in your chosen field.  This time of year we have what the entertainment industry calls “Award Season” with the Golden Globes, the Screen Actors Guild Awards and the Academy Awards where actors, producers, directors and others are honored for the best achievement in their field.  The sports world has all-star events where we watch the best compete.  While watching professional actors or athletes is amazing, watching the outstanding performances of each and every person who qualifies for the Olympics is even more amazing to me!   I am awestruck at their talent, their passion, their commitment, and their spirit!  

I also think about their families and what they give up to raise a talented person.  When I saw Michaela Shiffrin win the slalom on the last Friday of the games and she talked about how her family financed her passion for skiing by selling one of their cows each time she needed funds for an event or new equipment, it brought home how committed not only the athlete is but they need tremendous support of family and friends.  She mentioned how it was brought home to her when her dad took her with him to sell the cow and she realized what a sacrifice her family was making for her. Then, as she finished her gold medal run and the camera cut to her parents who were sobbing with joy, I knew for them it was all worth it!

I was fortunate to be able to attend the summer games in 1984 when I lived in Los Angeles. It was a dream come true to be there in person.  While we went to many events and saw many gold medal performances that will stay with me forever, what I remember the most was attending the Closing Ceremony in the LA Coliseum with 100,000 other people. At the closing ceremonies, the athletes mix and mingle with people from other countries. 

Suddenly, you see people who were competing with each other days before walking in arm in arm with huge smiles on their faces.  At the end of the ceremony in Los Angeles when the TV cameras went off and it was time to leave, the athletes wouldn’t leave the stadium. We didn’t leave either and watched with great appreciation the joy they were expressing with hugs and cries of “see you next time”.  We kept hearing announcements like, “will the athletes please go to your busses. It is time to leave” and no one wanted it to end.  What an amazing night that was! 

For two weeks every two years people from all over the world come together to compete but they also bond. They get to know each other as competitors but also as human beings and when you know someone personally, it changes the dynamic.  How I wish we could keep the spirit of the Olympics alive all the time!

Every two years we have either the summer or winter games and I find them personally motivating!  They remind me to always strive to do my best and to honor those who support me—just like the ice dancers and snow boarders who acknowledge parents who gave up a lot to provide them with lessons, costumes, and more—there are people who have been there for me all along the way and I am most grateful for their support!  Thank you!