The Ghost of CNMI Yet to Come

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“A Christmas Carol” is the perennial story by Charles Dickens that shares the redemption of a miserable human being with little hope or caring in his heart for the struggles of others. Ebenezer Scrooge’s salvation comes in three phases, as prophesied by the ghost of his partner, Jacob Marley, who has had to suffer for his greed and self-serving life by wandering the Earth weighted down with heavy chains.

The Ghost of Christmas Past and Present leave Scrooge shaken, but it is not until the Ghost of Christmas Yet to Come shows him his eventual fate that he promises to renounce his insensitive, avaricious ways. Scrooge then finds himself safely tucked in his bed in the present day, and leaps out a changed man ready to start a new life.

Many plans and ideas have been shared that could turn things around for the Commonwealth. Some have been considered, but most lie dormant, waiting for something or someone to breathe life into them. In many of my columns, I have tried to be upbeat about the future, but given our extreme circumstances, it might be fitting to imagine where our present course is taking us. It sometimes takes a glimpse into the future to see where the trajectory of our life is headed. What would the CNMI look like and what might we experience if we were shown our future when we finally hit rock bottom? In the spirit of Dickens’ tale, here’s what the Ghost of CNMI Yet to Come might share with us:

Driving down a once busy street, it’s apparent that many businesses have left the island because half of them are closed or have graffiti painted on their façade. The Garapan business district is like a ghost town with scattered tourists walking on the sidewalks. Tourism continues to struggle because there are no direct flights from other countries and every visitor has to be routed through Guam. It costs over $300 for a round-trip ticket between Saipan and Guam. The guests that do visit are shocked by the dilapidated buildings and trash strewn on the beaches and other public areas. The once pristine lagoon is now murky and full of sea vegetation from the pollution that has continued to be spilled.

The businesses that remain are struggling to keep their doors open. This has caused a continued loss in government revenue which has led to further wage cuts and initiated a reduction in force that has left many families jobless. Crime is extremely high as people struggle to make a living. Most of the families are dependent on food stamps and other government assistance programs because of the dwindling jobs in the government and private sector.

Many government supported agencies and entities had additional funds cut, and this has caused the loss of many public programs and services. The reduction of revenue and ongoing challenges faced by the community college has resulted in their loss of accreditation. This also caused the loss of federally funded programs, and more people are leaving the Commonwealth to pursue their education.

While a lot of locals have moved to the mainland to find better opportunities, the many children of foreign contract workers born in the Commonwealth have graduated from high school to become a strong voting bloc. This has resulted in the first non-indigenous person to be elected as the governor, and more are gaining control of the House and Senate.

The retirement fund prediction of collapse has finally occurred and retirees have had to return to the workforce or depend on their children for support. There are no off-island medical referrals because bills are not paid by the government, and the hospital continues to have a high turnover of doctors and nurses.

CUC’s rates have climbed to become one of the highest in the world, even while their service hits an all-time low. Their engines are continually failing, and brownouts and blackouts are a common occurrence with power failures occurring regularly. This has eroded the quality of life, destroyed electronic components, and severely hurt businesses.

Because of the desperate times, politicians have been able to push the marijuana and casino bills through the House and Senate with the promise of bringing additional revenue to the CNMI. This, however, brought more social problems and dubious investors to the island. The casinos did not add significantly to the tourism numbers, but they did encourage more people living here to become addicted to gambling, which has destroyed many families and has caused more social ills that have spread throughout the Commonwealth and spurred more corruption, prostitution, drugs, and illegal activities that has turned this once family-friendly oasis into a crime-ridden, financially bankrupt island.

Unfortunately, we’ve seen many glimpses into this future and some elements are occurring sooner than later. In Dickens’ tale of a miserable man who is given a second chance to turn his life around, he encouraged his readers to experience the fullness of life in a selfish world that has stifled their compassion and hope for the future. Just as Scrooge pled to alter his future, we have the potential to alter the future of the CNMI and experience a different world than fate would have us know. But this does not have to be, and it’s possible for the Ghost of CNMI Yet to Come to give us a second chance. During this season, we have the perfect opportunity to honor Christmas with all our heart, turn from our avaricious and insensitive ways and do what is right and best for the islands and its people.

“Scrooge was better than his word. He did it all, and infinitely more; and to Tiny Tim, who did not die, he was a second father. He became as good a friend, as good a master, and as good a man, as the good old city knew, or any other good old city, town, or borough, in the good old world… and it was always said of him, that he knew how to keep Christmas well, if any man alive possessed the knowledge. May that be truly said of us, and all of us! And so, as Tiny Tim observed, God Bless Us, Every One!” – Charles Dickens

Integrity, Transparency, and Efficiency

“Trust, honesty, humility, transparency and accountability are the building blocks of a positive reputation. Trust is the foundation of any relationship.” – Mike Paul

The recent decision by the Northern Marianas College Board of Regents to re-announce the position of the president was disappointing to me and many others. I would like to thank all the individuals who expressed their support and assisted me in my application to become the next president of the College. The selection process took six months from the first announcement in June until the decision to begin the process again. The Presidential Search Committee (PSC), led by Lt. Col. Edward Camacho, was thorough as they narrowed down 12 candidates to the top four that were interviewed. From the four, I was one of two selected as the finalists.

I was first informed that the interview with the Board would be on November 3rd, but less than a week before that date, I was told that the interview was rescheduled a month later to accommodate the other finalist. All of this was done without public disclosure. I learned that the finalists were not going to be announced to the public, and after the new president was chosen, he or she would then be introduced to the College and community. I was given no other information except for the date of the interview, and I did not even know the name of the other finalist until the name of Dr. Betsy Boze was revealed by Moneth Deposa, a reporter for the Saipan Tribune. Within 10 minutes after reading the article online, I knew that Dr. Boze had accepted an offer from the College of the Bahamas to become their next president because it was revealed on both the Wiki pages of Dr. Boze and the College of the Bahamas.

This created an interesting situation with only three options: 1) Interview and chose me as the new president, 2) open the interview to the other two individuals who were part of the four interviewed by the PSC, or 3) re-announce the position either before or after interviewing me.

So here we are, back at square one in the search for a new president. I was pleased to learn from the Board’s press release that the “search process will continue with integrity, transparency, and efficiency.” Transparency is essential for the search to be conducted in fairness and to keep all the stakeholders of the College informed, and hopefully involved in the process. As the press release revealed, the selection of a new president is “for the benefit of our students, staff, faculty, and the community.”

I urge the Board to involve the College and community in the process by publicly announcing the candidates, inviting the students, staff, faculty, and community to meet with the finalists, ask questions, and even have some say in the process. A lack of integrity and transparency will only engender an aura of politics at work and would negatively affect the credibility of the Board, College, and new president.

Will “transparency” be given lip service, or will it be a critical part of the new search process? Will the public be invited to express their opinions and ask questions of the candidates before the person is selected? Can NMC really have a new president by the end of January? It can happen if integrity, transparency, and efficiency are truly part of the search process.

In my original application, I included a Strategic Agenda that outlined the activities and goals for the first 100 days in office. In the spirit of transparency, I plan to share that agenda so you understand how I would approach the position, and I would also like to see the 100 day agenda of all the future candidates. What is their philosophy? Where do they see the College headed in the future? How will they deal with the challenges the College is facing? And, how will they involve all stakeholders to fully achieve the College mission?

I have served at the College in numerous capacities for over 13 years, and we are dealing with the most difficult challenges that NMC has ever had to face. It will take someone who is aware of the situation in the Commonwealth and College to step in and make timely decisions to save the institution.

If the goal is to hire someone by the end of January, the only way this could happen so quickly is if the Board has someone in mind who is currently working at the College and could immediately step into the position. Is there a possibility that I would seriously be reconsidered for the position? Probably not; however, I plan to reapply to make myself available, and to set the standard for the search to be conducted with integrity, transparency, and efficiency.

Telling Your Story

“Try not to become a man of success, but rather to become a man of value.” – Albert Einstein

Christmas is filled with numerous stories that are retold to recreate the spirit of the holidays. From Scrooge’s Ghosts of the Past, Present, and Future who uses stories to influence the miser to reevaluation his life, to whimsical tales of animated snowmen and jolly elves, we use stories to pass down traditions and keep memories alive.

One of those stories is about a red-nosed reindeer who was bashful and had a secret he hid from others – his nose was red and glowed. His parents were embarrassed and afraid that others would learn he was different. When his secret was discovered, he was rejected initially. However, it was his secret that made his story unique and eventually saved Christmas day.

We have had experiences that shaped our lives and created our own unique story. Stories help us connect to one another and transfer shared meaning. A story is a form of mental imprint that can mold perceptions and touch the unconscious mind. Each of us carries our own story that we have formed throughout our lives and that gives us identity. Whether we realize it or not, this identity is communicated to others in the first few minutes we meet someone new, and it can become our persona for the rest of our life.

Do you know your story and how you communicate it to others? Do you know the life-changing events in your personal or professional life that have forged your personality? Have you established the values and beliefs that are important to you, and then translated them into a corresponding look, sound, and feel that is unique only to you?

Everyone has a true story based on experiences and that shapes their values. You are really a composite of all your true stories – the good, the bad, and the ugly. Keeping part of your story secret out of fear that you’ll be rejected only hides part of yourself, and in the end, the effort to keep secrets will create greater tension of what’s inside wanting to come out to the surface to reveal itself. All of our fears can be summed up by feelings that we are not good enough or wondering if people will like us.

The most successful people have an identity founded on authentic, true-life stories that resonate with others because it is filled with human qualities that we can all relate to and believe in. Many of these individuals have had experiences that were difficult to live through, but shaped the person they are today. Their authentic stories have given greater hope and created a stronger bond with others.

Barbara Corcoran is one of New York’s most successful real estate professionals who started her business with $1,000 that she borrowed from her boyfriend. Ten years later she sold her business for $76 million, and she attributed her success to several key principles. One of those principles was to “share your secrets.” She said, “When you share your secrets with people, the most amazing thing happens. They share their secrets right back.”

In order to connect with people, you should reveal your authentic self to them. Some people may reject you for your honesty, but there will be many more who are naturally drawn to you and all that you offer. Your truth becomes the lighthouse of hope that will draw people to you because they trust that you have gone where they want to go and have made it back again. Sharing your secrets is an act of trust that will cause others to share their secrets with you.

Like the story of Rudolph the red-nosed reindeer, keeping your story secret will dilute your ability to relate to others authentically. When Rudolph was forced to expose himself, he discovered that his secret was actually his strength and what had held him back were all the ideas he had chosen to believe about himself.

Like Rudolph, you should identify your true story and share your uniqueness with others. Recognize that you already have a story, and you should take control of it to convey the kind of story that makes you unique. Connect your experiences to the things that are important to you. Express your values in a way that incorporates as many of the human emotions that touch people, so you’ll be remembered.

Each person wants to leave a legacy that will live on through their families, their work and the contributions they make in life. Make your story one of truth and authenticity.

Blessing Basket

"Most human beings have an almost infinite capacity for taking things for granted." – Adlous Huxley

The Gospel of Luke shares an insightful story about ten lepers who besieged Jesus Christ to heal them as he entered a village. Leprosy is a loathsome disease that causes disfiguring skin sores and nerve damage, and infected individuals were required to agonize together in leper colonies. After healing them, only one of the ten returned to express profound thanks, and Christ asked: “Were there not ten cleansed? But where are the nine?” (Luke 17: 17)

On this day of thanksgiving I want to share some thoughts on not only the important principle of gratitude, but also how ingratitude may be one of the root causes of some of our problems. The nine lepers who did not express gratitude for being healed were also infected with an attitude of ingratitude. They enjoyed the blessings of being healed, but lacked the capacity to express thanks to the healer.

We can find many visible examples in our community of people who are also infected with ingratitude as you observe graffiti painted on public buildings, rising crime rates, and social injustices inflicted on those considered “lesser” in society. Such acts of ingratitude are self-centered and exhibit an unhealthy pride that allows these individuals to treat things and people with contempt.

An ubiquitous example of ingratitude can be seen at our littered beaches and public areas. This eyesore demonstrates to our visitors a lack of appreciation for the beauty of the islands by the people who live here. Unless there was a beach cleanup a few days before, you can go to practically any public area after a weekend of partying and find trash strewn around by those who have a lack of gratitude for the remarkable beauty they take for granted.

Gordon Hinckley stated, “Our society is afflicted by a spirit of thoughtless arrogance unbecoming those who have been so magnificently blessed. How grateful we should be for the bounties we enjoy. Absence of gratitude is the mark of the narrow, uneducated mind. It bespeaks a lack of knowledge and the ignorance of self-sufficiency. It expresses itself in ugly egotism and frequently in wanton mischief.”

A cure for the disease of ingratitude is to express thanks for the many blessings we enjoy. Even in the difficult times we are experiencing, there are many ways to express gratitude. In fact, the more we express our appreciation and thanks for our blessings, the more we are aware of how much we are blessed.

Bonnie Parkin shares with us that gratitude opens our mind to a universe permeated with richness, and we can become spiritually aware of the wonder of the smallest things. This grateful awareness heightens our sensitivity to divine direction, and inspires happiness. Basically, if you want to be happier, become more grateful.

We should even be thankful for the challenges we face in life because each challenge can make us stronger and help us learn a valuable lesson. One family was going through a difficult time and they decided to express gratitude for each other and the many blessing they shared. A close friend pointed out that the family’s “blessing basket” was overflowing.

From that conversation developed a game where each person would talk about how their day had gone and then share all of the many blessings that had been added to their “blessing basket.” The more gratitude that was expressed, the more grateful they became. Like the one leper that returned to give thanks, this family felt the love of the Lord in a significant way as more opportunities for growth became apparent.

Think about all the things you have to be thankful for in your life. By expressing your gratitude, it makes you consciously aware of, and focus on all the good things that are happening in your life on a daily basis. Changing the way you look at things, changes the things you look at. The miracle of expressing gratitude is that it can heal relationships, build stronger families, and set up a pattern for personal happiness. Share your gratitude with others and you’ll find that your “blessing basket” will overflow with bounteous blessings. Happy Thanksgiving.

"As we express our gratitude, we must never forget that the highest appreciation is not to utter words, but to live by them." – John F. Kennedy

Step Up

“All that is required for evil to prevail is for good men to do nothing.” – Edmund Burke

Many have wondered why my sweet wife’s face and name have not been attached to the articles written in the past few months. Since the names of the final two candidates for the president of the College have been made public, I feel I can now share the reason.

I considered applying for the position several months ago and I decided to write some articles that applied to the College. We felt that it would be best that the public understand that the articles expressed my personal views. Janel still provides input and suggestions, but I am ultimately responsible for what is said.

As the College was hit with multiple challenges prior to the position announcement, I did a careful analysis of the situation and even used a formal decision matrix to evaluate the alternatives. Basically, the choice boiled down to developing an Internet-based business that has the potential to be very lucrative and once set up would only require a few hours per week which would allow me to spend time with my young family and continue teaching – which I love to do.

The other option was to do something that will be extremely challenging, is very stressful, has an uncertain outcome, will require a huge sacrifice of my family as I give 100 percent to turn things around at the College, but it could be very fulfilling to collectively work with extraordinary people in the CNMI to fully realize the mission of the College and provide a better life for the students and community that I love.

It basically boiled down to either preparing a life raft for my family and me to safely float away if things get too bad here, or staying with the ship through thick or thin and use my management experience to get everyone to work together to not only steer the College to safety, but position it for sustainable growth. From a purely objective and analytical perspective the first choice garnered a lot more points on my decision matrix; however, I could tell that Janel was not convinced, and down deep I knew what was the right thing for me to do. So four days before the deadline I emailed some friends to provide letters of recommendation and to be references, put my packet together and submitted it.

I mention this because I believe there are many people in the community who are deeply concerned about our current situation in the Commonwealth and have started to not only become more vocal, but are taking steps to make a difference. They are doing this not for personal gain or ambition, but because they care about what’s happening and believe that there are viable solutions other than just waiting to hit rock bottom.

It will take individuals who are willing to step up to the challenges we are facing if we are to make it through these trying times successfully. Who are they? It should be our elected leaders and people hired in positions of responsibility. It must be our business leaders who have invested their money and time into businesses they want to become more profitable. It could be anyone who is willing to do whatever it takes to turn this beautiful island community into the paradise it can still become for everyone who lives here and visits.

These individuals (you) are the ones that will make a difference. It will take thinking beyond your own personal interests and embracing the bigger picture in order for you to know what decisions are best. It may require making some personal sacrifices now so we can have a stronger and more vibrant future.

A few weeks ago I returned home from an all-day planning conference that was held by the College and read this email from Janel. This summarizes why I’ve applied to become the president, it inspired me to write this article, and hopefully it will prompt you to take personal responsibility to make a difference in your life, your family, business, job, and community.

“Just a note to say I love you and that I am thankful that you are one of the ones standing up to help get us through tough times. It is interesting to watch who is emerging as our community is getting hit hard by pride. I read the paper and the voices that we are hearing cry out, I believe, are our future leaders. This storm the community is facing may very well prove to be a weeding out of old dogmatic ways and bring proven methods, that are old but tried and true, to our rescue. No matter who is chosen, you have made me proud that you have sacrificed your wants for the betterment of others! I love you and hope you have a great day!”

You see, I feel I’m a winner either way because I have the confidence and support of my wife, family, and friends and in their eyes I have stepped up to do what I feel is right. The Board of Regents now has the difficult decision to choose the next individual who will lead the College. The new president will face some very serious challenges that could make or break the institution. I know the Board will make the best decision for the future of the College, whomever is chosen.

I hope that you will step up to the challenge and be a part of the solution and not a part of the problem. There is still time to improve our situation in the Commonwealth, but it will require more good people who are willing to face our many challenges. We have it within ourselves to turn things around, if we are willing to step up.

Ideas & Execution

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The Office of Insular Affairs' Forum on Labor & Economic Development was held on Tuesday, November 9th with over 120 representatives from the government, education, and business collectively using their brainpower to find ways to increase revenue and federal funding, improve efficiency, create more jobs, and improve the quality of life. If we could implement the top ten percent of the ideas, it has the potential to steer our economic ship away from the impending iceberg.

The operative word in the previous sentence is “implement.” Now that we have a plethora of ideas, someone has to do something or nothing will get done. Many of the ideas will require more thought and planning, as well as adequate resources to get the ball rolling. However, some of them could be started right away with the resources we currently have at our disposal.

The concept of implementation has been the subject of several popular books. In Execution: The Discipline of Getting Things Done, authors Larry Bossidy and Ram Charan discuss execution cultures where exemplary on-time, on-budget performance is a vital key to exceptional results. The best-selling book Good to Great by Jim Collins identifies the power of steady, step-by-step implementation as the key to accelerating growth and improving performance. The bottom line is that the ideas need to translate into results that add value to others.

Robert A. Neiman in his book Execution Plain and Simple outlines 12 steps of execution, with the first step being: Take responsibility. Someone will need to be responsible for each idea to be implemented. This means taking the initiative to achieve specific objectives and tasks needed to see the idea through to fruition. This first step encompasses the mental preparation and commitment necessary to complete the other 11 steps of the process.

The second step requires the idea to be defined in writing, ideally in a memorandum that specifies the outcome, individuals involved, general timeframe, and the evaluation criteria to periodically report the progress being made. This becomes the assignment that is agreed upon before starting the project.

With your marching orders in hand, it is time to put together a good core team to help develop a solid strategy that will become the basic approach used to implement the project. This third step should lead to a plan of action that identifies the resources needed, clarifies roles of the team members, and possible risks and actions to avoid. This should be condensed into a one-page summary that will help members understand the important details and gain greater commitment.

The fourth step is to take the summary and get input from key players so the strategy can be refined. This will help get agreement from those who have bought into the project, and it will identify challenges before you start. With this insight you’ll be able to determine the feasibility of the project and make adjustments early in the process before you’ve committed a lot of time, energy, and money into it.

Now it’s time to actually take action and create momentum by holding a compelling launch event. Starting off with an event gets everyone’s attention, signals that this project is special, gets the team focused on the project, and lets the team know that others are aware of it and will be watching.

The sixth step is to spell out the specific tasks in writing. Team members need to know how they can contribute toward the project completion. This step also includes periodically reporting on the progress of the project through a weekly or monthly written progress report. When everything is running smoothly, the reports will be brief; however, the written report can also help identify problems and get the necessary support to keep the project moving forward.

Next, is an important step in execution: make demands effectively. Demands allow you to keep the project moving, establish a sense of control, and help create a sense of urgency. Effective demands are mandates that inspire people to do better and take personal accountability for the completion of the project.

The eighth step is to follow up like crazy without driving people crazy in the process. Make personal site visits to reinforce and advance the project. Follow up lets those responsible know that there’s high interest in the progress of the assignment.

Another important activity is to win constituents and overcome opposition. As you’re making progress on your project, there will inevitably be some snags along the way. Identifying your allies and getting their support will help overcome any political snafus that might occur.

The tenth step is to use creative problem solving to overcome unforeseen risks, delays, and obstacles. This requires brainstorming to develop options and then identify the best alternative. Specify the problem or issue and the factors that appear to be the root causes of the problem.

Eleven involves an intense push at the end to get the final results and recognize the effort made by the team. You started off with a launch, now it’s time to end the project with another event where team members are recognized, and possibly rewarded.

The last step is critical, but is often ignored. You should capture the lessons learned and disseminate your knowledge in a systematic manner so that others can benefit. This can be accomplished by asking this basic question in the assessment process: Did we fully accomplish all that we set out to accomplish?

The Forum on Labor and Economic Development was productive and helped generate a lot of ideas to improve the economy. It provided an opportunity for individuals from the public and private sector to meet and learn more about each other. Execution of the best ideas is now required to make things happen. You see, our intangible ideas are like seeds planted in the ground. They have the power to change our world and ultimately improve our life, but only if acted upon and nourished. If it’s a bad idea, it will fail, but if it’s a good idea it will add value to the lives of others and change our circumstances. When the 12 steps are followed, your projects will start moving rapidly toward the specified goals, and your strategic plan will become a living, working document.

Purpose-driven

“The greatest waste in America is failure to use the abilities of people.” – W. Edwards Deming

In Greek mythology, Sisyphus the king of Corinth was famed as the craftiest of men and even considered himself a peer with the gods. He cheated death on two occasions and had to be dragged by Hermes to the underworld. His offense against the gods was so great that Sisyphus was condemned to roll a boulder up a steep hill in Hades. Before he could reach the top, the boulder would roll back down the hill and he was forced to endlessly repeat the cycle. In this Greek version of hell, Sisyphus was eternally condemned to perform demanding, but meaningless activity.

There is a great discrepancy in the workforce between the capability of people and their actual results. Many employees are condemned to work in organizations that provide little meaning to their lives, nor offer a clear connection between their efforts and the results of the business. This disconnect between effort and results causes people to give less than their full abilities, creates a lack of purpose, and can make people feel like they’re engaged in a Sisyphean task.

Without a purpose, no one in your organization will know what you are trying to achieve, or why you even exist in the first place. In a purposeless organization, everything feels meaningless. Purpose and meaning are essential if you want to create a work environment where people are committed to the goals of the organization. They must feel like they are doing something worthwhile, and that they are making a real contribution.

The political scientist James McGregor Burns published an influential study of U.S. Presidents who inspired effective national change. The common element of these men was that they inspired a compelling vision toward a worthy purpose which the nation could rally around. The purpose and vision allowed people to align their efforts to cooperate and solve pressing issues. Burns pointed out that a meaningful purpose appeals to the higher intrinsic nature of people, rather than to their lower needs of self interest and extrinsic rewards.

When your organization offers employees meaningful work that has a clearly defined purpose or mission, your business will benefit from highly-engaged team members who work for more than their paycheck. These employees feel true devotion and bring their energy and vitality to what they do. If you’re facing a difficult challenge, a worthwhile purpose will provide the impetus to overcome any difficulty.

Purpose also acts as a guide to keep your organization moving in the right direction. It allows you to manage your business without having to physically be there because people know the direction it is headed, and can make decisions that keep it on track.

Purpose starts with the leader and works its way throughout the organization to influence the products and services you offer, and impact the experiences of your customers. In fact, to discover your purpose you must start with your customer. Your purpose should satisfy a critical need or alleviate the pain, frustration, or challenge your customer experiences. People spend a lot of money, time, and energy for lotions, potions, and pills that remove pain, help lose weight, or make them feel younger. They buy tons of things that make their lives happier, easier, or better in some way.

Here are some of the stated purposes of well-known companies. Microsoft began with the purpose to put “a computer on every desk and in every home.” This offered Microsoft a vision and provided a scorecard to examine how the company was succeeding every day. Google’s purpose is to organize the world’s information and make it universally accessible and useful. Facebook wants to give people the power to share and make the world more open and connected.

Purpose-driven organizations are more innovative, attract highly-qualified employees, and are more productive. Your productivity will improve because you have criteria to evaluate the effectiveness of everything you do. The ideas of others can be gauged against the value it has to the purpose, and customers who are aligned to your purpose will become repeat, loyal customers.

If you’re struggling in a down economy, it might be worth your time to examine your mission and ask yourself if it aligns with the needs of your customers and inspires your employees to become fully engaged. An inspiring purpose may be all you need to change your circumstances and achieve your destiny.

Suffering from EMS - Entitlement Mentality Syndrome

“The worst day in a man’s life is when he sits down and begins thinking about how he can get something for nothing.” – Thomas Jefferson

Do any of these characteristics describe someone you know at work or people who work at organizations you visit as a customer?
• They are lazy and show no sense of urgency.
• They are under qualified for the positions they hold.
• They are wasteful with an organization’s resources.
• Their work quality is poor and they have no pride in what they do.
• They are very good at looking busy, yet produce little results.
• They tend to keep others from doing their job by frequently chatting about non-work related issues.
• They consistently arrive late to work, take long lunch breaks, and often leave early.
• They expect a promotion or raise simply based on their years of service.

If you know of such individuals, then they may be suffering from EMS – Entitlement Mentality Syndrome. This is an ailment that can be far more debilitating than any physical illness because few individuals ever recover from it. Simply put, EMS causes people to expect something for nothing. They believe they are entitled to things without making any sacrifices or giving anything in return.

So what’s wrong with wanting something for nothing? It’s great to be given a gift, win a prize, hit the jackpot, or win the lottery – right? However, when individuals expect it regularly, it can become an addiction or a way of life for them. The real problem is that it lacks integrity. Most people equate integrity with honesty or truthfulness, but it really means the state of being complete or whole. To be whole means that you are in alignment with your “higher” self – that noble part of you that instinctively tells you that you should be honest with yourself and earn what you get. Regularly accepting things that are given freely without any expectations tend to corrupt our sense of integrity. It devalues the work ethic and encourages laziness and apathy.

After awhile, such individuals begin to feel entitled to the point of irrationality. They believe that someone will always bail them out of a tough situation, make excuses for them, give them another chance, pay their debt, or give them a job because of connections. They believe they’re not responsible or accountable, there are no real consequences in life, and they have no motivation to work for anything.

With the current economic meltdown occurring throughout the world, many private and public sector organizations are faced with making hard decisions to keep afloat. Even more difficult is the decision to let some people go or reduce their work hours so that the organization can remain viable. There are many good workers who do more than what they are asked and produce more results than their colleagues, yet they will have to suffer the same fate as their EMS counterparts. This will create one of several results for the productive workers in an organization: they will leave and find another job for better hours or pay, they will stay and continue to work hard to maintain their job and hope the situation improves, or more likely, they will stay and sink into the ranks of the EMS drones.

As an employer or supervisor, if you notice any of your employees suffering from EMS, act fast so it will not metastasize throughout the organization. If you allow EMS to remain, it will contaminate your entire workforce and turn your organization into a purposeless, service-less shell of low motivated individuals who will hinder your organization from growth.

EMS is spreading through our society at an alarming rate and we are seeing its debilitating effects in our younger generation. There has never been a generation of children with the sense of privilege that our children have today. Many tend to think that they deserve to have whatever they want, do whatever they want, and whenever they want without having to earn it first. This mentality is the root cause of most of the problems experienced by parents. Children with EMS tend to be lazy, bored easily, have low motivation, and make a mess and expect someone else to clean it. The rising generation wants instant gratification and tends to be addicted to electronic gadgets and technology. They believe that if they want money, all they have to do is hold their hand out, or stand at an intersection with a bucket.

Entitlement is like a velvet-padded bear trap with one of the jaws taking away the virtues that a person needs to succeed in life like self-initiative, responsibility, inventiveness, independence, and pride in doing your best; while the other jaw gives people vices such as conceit, laziness, apathy, and indulgence. Once the EMS trap is set, it rarely lets go. A person may think they are free, but in reality they have surrendered themselves and become dependent upon a provider such as a parent, spouse, relative, employer, or the local or federal government.

If you knew something was harmful to someone else, would you sit back and say nothing. Parents, teachers, and employers need to take responsibility to stop the harmful behavior of EMS by teaching the values of contributing to society with the talents, skills, and knowledge individuals have acquired – to give back when they receive so that the quality of life of all those touched will be improved instead of just taking and not giving back. Teach that there are true moments of need and teach the rising generation how to serve their fellow beings without expecting anything in return. Teach our future leaders to work and take responsibility to create a better world for themselves instead of whining about what others have. Teach our youth to be problem solvers, and not be part of the problem.

Breaking the EMS addiction is difficult because it requires developing a new mindset and behaviors. It requires a person to break the chains of dependency that have become a comfortable way of life. The harsh reality is that no one owes you anything. No one owes you a job, computer, education, food, house, car, health care, or to pay your bills. The only person responsible for getting you what you want in life is you. You are ultimately in charge of your life and your destiny. Don’t gamble away the precious gift of life by suffering from Entitlement Mentality Syndrome.

"Ask not what your country can do for you - ask what you can do for your country." – President John F. Kennedy

Turnaround

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On our first day on Saipan over 13 years ago, we took our young family on a trip and started driving around without a map or any direction. Our journey took us on a lot of roads and we knew if we got lost we would only need to turn around and travel until we found a familiar landmark. Many organizations are traveling on an economic path that is bumpy at best, and washed out at worst. The current situation requires many businesses and also non-profit and government organizations to stop and do a turnaround.
There are obvious steps that should be taken, such as take control of your expenses, cut unnecessary costs, renegotiate financing and vendor terms, and generate more sales. I’d like to share ten ideas that practically any organization can use to help get their organization unstuck and moving in the right direction.
1. Stop and assess your present situation. The first step is to gather objective data you can review to determine what got you into your current situation. You should assess the internal and external factors impacting your organization and their immediate and long-term effects. Did your competition implement a marketing campaign? Have socio-cultural factors changed buying habits? How have political, economic, or technological changes impacted your organization?
2. Examine your business model. Your business model has three elements: your customers, the goods and services they buy, and how you operate your business to serve your customers. This can be broken down into the who, what, and how of your business, and changing any of these three areas will change your business model and the results you’re getting.
3. Focus on your customers. The most successful organizations focus on their customers and don’t take them for granted. Your customers will ultimately determine your success, and better serving their needs will encourage them to buy more, return, and tell others about your business. Even government and non-profit organizations rely on “customers” to justify their existence. What can you do to better serve them?
4. Meet with key leaders, your board of directors or advisors. Before you implement a turnaround program, you need to meet with your key leaders, directors or advisors to gain their approval and support. Share your findings and get their input and support.
5. Involve your key employees in the turnaround process. Now that you have approval from your key leaders, it’s time to meet with your managers and key employees to explain the current situation and the consequences if no action is taken. Share an outline of the proposed actions and listen for comments. Support from this group is critical because they will be charged with implementing a plan and delivering results.
6. Create a shared vision and core values. Often, vulnerable organizations go through a period when they lose sight of their vision and values. Without a commonly understood vision or values, an organization tends to make arbitrary decisions that go unchallenged. A credible, attractive future should be founded on the organization’s core values, and used to unify everyone’s efforts to achieve organizational goals.
7. Develop or update a strategic plan. Plans chronicle both the good and poor performance of the past, and they document the vision for the future. Your plan should identify your highest priorities and the steps needed to achieve your goals. Organizations that write and implement plans on an annual basis rarely get into trouble.
8. Implement new or updated systems and procedures. Continuing your old practices will lead to similar results you realized in the past. In order to meet the goals of the strategic turnaround plan, new or updated systems and procedures should be implemented. Develop checklists, rules, policies, and procedures to improve your operations and ensure consistent results.
9. Develop a strong organizational communication system. It’s critical to communicate the plan, vision and values to ensure everyone is on-board. Strategic execution will succeed or fail on the quality of your communication system because if your plan is not on top of the mind of key people, it will most likely collect dust on your shelves.
10. Monitor, measure and take corrective action. If you implement all of the things I’ve suggested so far, but neglect to monitor and measure your progress, your organization will eventually go off-track and get lost again. It takes constant vigilance and corrective action to ensure that your plan is being implemented.
Don’t lose hope for your organization during these difficult times. The community and employees need your products and services for a better way of living. Implement some or all of these ideas to survive the rough ride that everyone is facing in the CNMI. Difficult times can often be “Storms of Perfection” to create a better organization and provide a greater quality of life for everyone involved. If you do not like the direction your organization is headed, use these ten ideas to turn around and take a different course for a brighter future.

Shared Values

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These difficult times tend to make people better or bitter. The CNMI is going through a crucible experience with events that are causing people to reflect on their core assumptions at an emotional level. Some of the assumptions that have worked well in the past are no longer valid; whereas, some assumptions will continue to guide the decisions and actions of individuals.
It’s important to periodically evaluate our decision-making processes and the underlying values that influence us, particularly if something isn’t working as planned. This is true as an individual, family, organization, or a community. Individuals and organizations tend to drift during times of confusion and chaos. Periodically examining your values serves to renew commitment for values that are deeply shared and promote discussion on the relevance of those values that no longer serve the interests of the organization or its constituents. If the organization is not making a positive impact, then it may be time to make some changes.
I’ve been reading about individuals who have focused on their values to overcome challenges, become better leaders, and are able to transform their organization to create an empowered culture. Tony Hsieh (pronounced Shay) helped Zappos, a shoe company, grow from almost nothing to over $1 billion in gross merchandize sales annually. In the beginning, Hsieh resisted developing values for the company because he thought of it as a very “corporate” thing to do, and he wanted to maintain a more informal culture. However, as the company grew, it became necessary to formalize the definition of Zappos’ culture by getting everyone’s input to come up with its core values.
Initially, there were 37 values that helped define Zappos, but over the course of a year those were whittled down to the ten most important core values that they were willing to hire and fire on. As the company grew larger and faster, their values helped screen applicants that fit with their culture. Zappos conducts two different sets of interviews, the standard interview to determine the applicant’s relevant experience and technical ability, and then an interview by the HR department to examine the culture fit. Candidates have to pass both interviews in order to get hired.
Another gentleman by the name of Gordon Binder, the former CEO of Amgen, tells about the time when a middle manager took the initiative to define the company’s values. Binder decided it was too great for him to do alone and got the entire company involved. After interviewing 400 people, it was determined that Amgen, a biotechnology company, had eight core values that everything was based on, including their culture. Binder believes that process to clarify the company’s values “was the most important thing we ever did.” People are hired on the basis of their values, those who live by them are promoted, and individuals who act out of line with the values are fired.
Shared values are just as important for a small company as they are for larger ones. An organization’s values are the collective principles and ideals that guide an organization’s thoughts and actions as a team. Values are critical because they define the collective character of the firm and serve as decision guidelines. They provide the parameters for the hundreds of decisions we make every day. Values not only let a company know what they should do, but just as importantly, values help determine what a firm stands for and what it will not stand for under any circumstance.
In a four-year study by John Kotter and John Heskett, involving nine to ten firms in each of twenty industries, they discovered that firms with a strong corporate culture based on a foundation of shared values outperformed their competitors by a huge margin: their revenue grew more than four times faster; their rate of job creation was seven times higher; their stock price grew twelve times faster, and their profit performance was 750 percent higher.
Your organization’s shared values are not just some well-chosen words printed on a placard and hung on your walls. They are the unifying principles that you most care about, and they should come from the beliefs that are inside each individual. For people to understand the values and agree to them, they must participate in the process. Consensus about values encourages consistent implementation throughout the organization.
If you haven’t identified your core values, then take the time to develop them. Determine what beliefs and principles you are absolutely committed to live by now and in the future. The challenges we are facing can help solidify our guiding values and foster teamwork and esprit de corps. Challenges offer the opportunities for greatness, if one is ready for the moment and has a solid foundation built on shared core values.

In Search of Meaning

“I expect to pass through this life but once. If, therefore, there can be any kindness I can show, or any good thing that I can do to any fellow being, let me do it now as I shall not pass this way again.” - William Penn

Trials tend to test our inner resolve and reveal our true self. As individuals continue to struggle and suffer through the indignations imposed by self-serving leaders, many will question why this is happening and lash out in anger, while others will contemplate why there has to be so much suffering in life.
Many people have tried to solve the mystery of the meaning of life by referring to the teachings of great teachers, prophets or philosophers; studying sacred writings; reflecting on religious doctrine; listening to the ideas of new age thinkers; or they may simply ponder the question in quiet meditation.
Years ago I read Viktor Frankl’s seminal book, Man’s Search for Meaning, in which he chronicles his experiences as a concentration camp inmate at Auschwitz during World War II. Frankl was trained as a psychologist and as he observed the behaviors of others who were forced into dehumanizing circumstances, he asked himself: “How was everyday life in a concentration camp reflected in the mind of the average prisoner?”
His clinical background allowed him to make accurate observations and test the theories of Freud. He was particularly interested in how others found meaning in the midst of extreme suffering. Unlike Freud’s belief that people who were placed in dire circumstances would resort to animal-like behavior; Frankl observed that some of the inmates would walk through the huts comforting others and giving away their last piece of bread, even though it might mean starvation for them. Frankl stated that “they offer sufficient proof that everything can be taken from man but one thing: the last of human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.”
While on a forced night march with fellow prisoners, his thoughts were focused on his wife who was sent to another concentration camp. As his mind pictured her image he had a thought that transfixed him: “for the first time in my life I saw the truth as it is set into song by so many poets, proclaimed as the final wisdom by so many thinkers. The truth – that love is the ultimate and the highest goal to which man can aspire. Then I grasped the meaning of the greatest secret that human poetry and human thought and belief have to impart: The salvation of man is through love and in love. I understood how a man who has nothing left in this world still may know bliss, be it only for a brief moment, in the contemplation of his beloved. In a position of utter desolation, when man cannot express himself in positive action, when his only achievement may consist in enduring his suffering in the right way – an honorable way – in such as position man can, through loving contemplation of the image he carries of his beloved, achieve fulfillment.”
We have the ability to choose our responses in life. There are those who choose to do things that better the lives of others, and there are those who use their power and influence in self-serving ways to manipulate others for their own benefit. Frankl postulated that there are only two races of men: decent and indecent. He believed that no society is free of either of them, and in his situation he observed that there were “decent” Nazi guards who showed concern for others, and “indecent” prisoners who would torture and abuse their fellow prisoners for personal gain.
We have those in positions of power who are decent and trying to do what is best for the people of the Commonwealth, and we have others who are so focused on their own personal objectives that they are willing to allow others to suffer while they bargain with their lives for their own personal gain.
As we continue to experience greater hardships in life, remember that you have the power to change your circumstances for the better. Do not give into the machinations of indecent men and women who are at the heart of all this suffering. Instead, find greater meaning by focusing on how you can help alleviate the suffering of others. Remember that “love is the ultimate and the highest goal to which man can aspire.”
We are not put here to see through one another, but to see one another through. Frankl concluded that the meaning of life is found in every moment of living. Life never ceases to have meaning, even in suffering and death.

“Man is capable of changing the world for the better if possible, and of changing himself for the better if necessary.” – Victor Frankl

What's Right With NMC

“Success is how high you bounce when you hit bottom.” – General George S. Patton

The revelation from our elected leaders that we haven’t hit bottom yet, doesn’t instill much confidence and hope for the future. With all the challenges going on at the College and the community in general, I’d like to share some of the many things that are right at NMC. This doesn’t come from me, but from 32 students, faculty, staff, parents, and other members of the community who were surveyed and interviewed by me in early May 2010.
If you recall, the Board of Regents had just terminated the previous president, which prompted a visiting team from the ACCJC to spend a couple of days interviewing individuals at the College. We were still waiting for the visiting team’s report and I was curious about the thoughts and feeling of people, so I conducted my own interview and asked the following five open-ended questions:
1. What do you feel are the most important things that Northern Marianas College (NMC) should be sure to preserve (the things that are good and working) and why?
2. What do you feel are the top things NMC should change and why?
3. What are the most important opportunities NMC should prioritize and focus on in the future?
4. What do you feel are the biggest challenges that NMC must deal with right away?
5. How can NMC best contribute to all those it serves generally, or to you personally?
The transcribed comments filled 11 pages. It’s too easy to focus on the negative, but in the midst of our challenges, the College is still doing many things that fulfill its mission to improve the quality of life for the individual and the Commonwealth as a whole. In this article, I want to focus on the first question that basically asks what is right with NMC.
Many mentioned the quality of the employees. “The most important thing that we need to keep at NMC is the quality of our faculty and staff.”
“There are a lot of talented people who need to be kept at the College.”
“Hiring faculty that are enthusiastic and passionate about what they teach. Even though NMC has had some major problems in its management, instructors who have the above mentioned characteristics have been able to maintain a fun and professional learning environment.”
Other assets of NMC brought up by individuals were specific programs, such as the English Language Institute (ELI), nursing, business, and education. Some mentioned counseling and the student learning resource center for assistance, and another emphasized: “College Success courses because some students need to be guided to succeed in passing their classes and College Success courses offer that opportunity.”
I sent an email to the entire campus and expected someone to criticize the Board’s decision with the former president, but there was none. One individual commented: “The complement and mix of the current Board of Regents is very good. They have a rare opportunity to pick a management professional to do the job that needs to be done at the College.”
A few reiterated the importance of WASC accreditation, and an individual stated: “One thing WASC has never faulted us for is our academic programs.”
Another felt that: “NMC is competitive with other colleges at a par with NMC.”
Several talked about the “links for high school students to take college classes and prepare them for college” through Upward Bound, 2+2, and Northern Marianas Academy.
Some emphasized the value of preserving the Chamorro and Carolinian culture. “Keep the Chamorro and Carolinian language program because our island (CNMI) is so diverse that the native language will be lost forever if not preserved. It’s working because the Chamorro/Carolinian students who don’t practice at home are now communicating with their elders who don’t speak English.”
There’s no doubt that the College is a vital asset to the community and offers a valuable service to provide education in the areas of post secondary and continuing education, as well as offering professional development for the people of the Commonwealth. There is so much more that NMC has to offer to the community now and in the future, and as one respondent summed it up: “You can learn things at NMC that you can’t learn anywhere else on island.”

The Problem is the Solution

“A problem well stated is a problem half-solved.” – Charles Kettering, American inventor

Often, a problem holds within it the seed to the solution that is sought. So it is with the many issues plaguing the CNMI. With the economy falling, businesses failing, unemployment rising, and families worrying whether they’ll receive a government paycheck on payday, there is a lot to be concerned about. Offering solutions such as casinos on Saipan and legalizing marijuana may address the economic aspect of the problem; however, some “solutions” may also carry with them a host of social issues that could far outweigh any financial results. In this case, the solution could become the problem.
Identifying and stating the core problem is the first step towards resolving it. Once it is understood and addressed, the pernicious symptoms will eventually dissipate. All of our woes and our ultimate solution to issues being faced in business, government, education, and families are found in this one answer: leadership. Leadership is both the problem and the solution.
Sure, many of the situations we’re facing were caused by external influences that appear out of our control; however, effective leadership has the foresight to anticipate and deal with these difficulties. Using a metaphor, if the group you are part of can be compared to a ship at sea, and the captain represents leadership, then it is the ultimate responsibility of the captain to lead the crew and passengers safely to the desired destination. The captain has a clear picture of where the ship is heading, a plan to get there, makes preparations with the proper resources, ensures the crew is well-trained to understand their roles and expectations, and anticipates any storms that may arise.
Once underway, the captain constantly monitors the status of the ship and quickly makes decisions to remain on course. If difficulties arise, the situation is accurately assessed to determine the best response among alternatives, appropriate people are apprised of the situation, and course corrections are made until the mission is completed. In a worst-case scenario a contingency plan is ready to implement, the captain is aware of what is essential and what may need to be sacrificed, tough decisions are made, and if needed, the lifeboats are boarded to ensure the ships most precious cargo will be safe.
Anyone can lead a ship that sails in calm weather, but the real leaders are honed in the midst of adversity. It is in those times of our greatest distress that the true transformational leader rises to the call to solve our greatest problems. A powerful example of the influence of a leader on a community can be found in Lee Kuan Yew, Singapore’s first prime minister in 1959. At the time of Singapore’s independence from Malaysia in 1965, its future appeared bleak. It had little land, no natural resources, poverty and corruption were rampant, ethnic strife between factions of Chinese, Malays, and Indians threatened to tear this small island nation apart. In addition, Singapore was heavily dependent on financial assistance from Great Britain.
Lee Kuan Yew’s extraordinary leadership during a three-decade period is considered by many as an economic and social miracle. Singapore transformed from labor-intensive industries to develop its human capital and high technology. At each stage of development, input was sought from citizens to strengthen their sense of identity and create greater buy-in to his vision.
Lee Kuan Yew focused on developing Singapore’s people, and getting the best individuals to fill critical positions. Human resource development was stressed through educational and vocational programs. Literacy rates rose from 72 percent in 1970 to 92 percent by 1990. Not only was Lee Kuan Yew a leader, he looked for and fostered leadership from within. In a speech to Parliament in 1994, he said: “Singapore must get some of its best in each year’s crop of graduates into government. When I say best, I don’t mean just academic results which indicate only the power of analysis. You’ve then got to assess him for his sense of reality, his imagination, his quality of leadership, his dynamism. But most of all, his character and his motivation, because the smarter a man is, the more harm he might do to society.”
The results are astounding. Singapore has transformed from being a Third World into a First World Nation in one generation. It is rated as the most business-friendly economy in the world, according to the World Bank. The per capita Gross Domestic Product rose from $400 in 1959 to $50,523 in 2009. In 1970, nine percent of the population was living in owner-occupied housing, but in 1990 it rose to 90 percent. Singapore is promoting itself as a medical tourism hub, with the goal to serve one million patients annually by 2012, generate an additional USD 3 billion in revenue, and create 13,000 new jobs.
True leaders bring more than just hope where there is despair. They are people of character and competence who inspire others toward a greater purpose and in the process make a greater contribution in the lives of those they serve. Leaders know how to get results not just in financial capital, but also in human capital. This takes vision, integrity, perseverance, and humility to recognize and admit mistakes, then learn from them. Just as there would be no modern Singapore without the leadership of Lee Kuan Yew; leadership will ultimately be the solution to our greatest challenges in the CNMI.

Multiplying Your Greatest Asset

“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine De St. Exupery

A simple shift in your leadership style could double the capacity of your organization. That’s a powerful statement, but it’s a claim that has been proven in research by authors Liz Wiseman and Greg Mckeown in their book “Multipliers: How the Best Leaders Make Everyone Smarter.”
If you’ve had the opportunity to work for an outstanding leader who inspired confidence and motivated you to perform at your very best, then you know about their ability to get you to work harder and make you feel valued for your contribution. Let me share a personal story of how this was accomplished in my life.
When I was in graduate school in 1982, I was recruited by Gary Poppleton, who was the director over evening school programs at Utah State University. He not only hired me to work for his division to expand their enrollment; I learned he had a much larger plan to also work with other directors to grow all of the divisions under what was called LifeSpan Learning Programs, which included: continuing education, enrichment courses, correspondence (precursor to online) courses, and satellite degree programs.
He confided that he wanted me to help him hire four other graduate students and then lead the group to increase enrollment. His confidence in my ability inspired me to rise to the challenge and I helped chose a team that worked well together. We decide that each of us would be accountable for one of the five divisions, but that we would brainstorm and work together to come up with ideas that would achieve the ultimate goal to increase enrollment. Gary provided guidance and direction, but allowed us a lot of latitude. When I told him that I’d like the team to have a title other than “graduate assistant” to improve our image when we met with people, he let us come up with our own name and paid for business cards to be printed. We dubbed ourselves “Product Design Specialists” and I designed a snappy logo for the card. Gary also allowed me to completely design a work center that included a large light table, and storage and filing system. He then had a carpenter build it to my exact specifications.
We threw ourselves into the work by taking surveys, designing brochures, ads, radio copy, going to fairs, and creating dioramas to attract and sign up students into the various programs. We were crazy, had fun, and significantly increased enrollment in all of the programs and doubled it in some.
Looking back, I realize that it was Gary’s leadership style that inspired me and the others to be extremely productive, and his confidence in me that caused me to take personal ownership. He was lavish with praise for the group and recognized our efforts. I can’t remember him ever stepping in to take care of disciplinary issues because we took care of any problems within the group. We realized the good thing we had and when one of the workers started to slack off, we were all over him to get his act together or we would take him off the team – he shaped up.
According to Wiseman and Mckeown, Gary Poppleton would be considered a “Multiplier” because he brought out the best in us and was able to get more intelligent action, better problem solving, and more concentrated effort from our team. Their in-depth research identifies the leadership characteristics that are able to get, on average, twice the capacity from people than do leaders at the other end of the spectrum, called “Diminishers.” These “leaders” are absorbed in their own ability and deplete the energy of those around them, and they may not be aware of their actions. In reality, no one is at either extreme; rather, they are usually somewhere between the two.
The key for you to develop more of the Multiplier characteristics is to be aware of the Diminisher qualities that tend to stifle the talent and contribution your people can make to your department or organization. Wiseman and Mckeown suggest that if Diminishers are unwilling to change, they should be removed or isolated from key leadership roles because of the high cost and long-term damage they can create. However, this is easier said than done because Diminishers who have finagled their way into top leadership roles are smart and intimidating. To learn if you are an Accidental Diminisher, go to their website and answer a simple 10-question quiz: http://multipliersbook.com/accidental-diminisher/
Once you identify possible Diminisher characteristics that you might exhibit as a leader, you can begin to change and develop more Multiplier qualities that will bring out the best in your people. This is not only beneficial in the workplace, but will also help improve your personal and family relationships. A simple shift in your leadership style will significantly impact the productivity and performance of your organization without adding any more expense. That’s something every organization can use at this time.

The One Thing revisited

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What would it take to turn your organization around? What would you describe as the one thing that is most important to shift your current status from surviving to thriving? Over a decade ago I was part of a team to develop the strategic master plan for Northern Marianas College. The committee was composed of leadership from staff, faculty and administration, and I was the Faculty Senate President at the time. I went to bed one evening thinking about the discussion that day. The next morning I awoke from a dream, wrote down my thoughts and called it “The One Thing…”
When the team met again, I shared my thoughts with them in order to stimulate some discussion about how we could realize the dream, and the College could position itself as a vital community asset and help stimulate economic growth. We did talk about it, but there was no agreement on what “the one thing” was that could turn things around. In the ensuing years I have seen NMC go through many changes, but we are no closer today to realizing the dream I had of the College in 1999. Many of the challenges we’re experiencing today were the same challenges we faced over a decade ago; however, I still believe it’s not too late for the College to discover “the one thing” and become the example for positive change in the community.
I thought it would be interesting to get comments from individuals working at NMC, so I sent out an email to all the accounts at the College asking for their thoughts on what they feel “the one thing” is that would be the catalyst to turn things around at the College and positively impact the community. Here are their thoughts, with permission from some to include their name. As you read through them, ask yourself if any of the suggestions could benefit your organization and make it a better place to work, or add more to the lives of those it serves.
One respondent wanted to emphasize that NMC was built by the community, for the community, and to benefit the community. It is a public institution that serves individuals locally and abroad; however, the most immediate benefactor of NMC’s work is the local community.
Dave Attao believes that the College should become the center for community transformation – meaning that everyone and any organization can interact with the College “to fulfill or exceed their needs and transform from one former being or entity to a transcending one.”
Others felt that the College should transform itself by developing or enhancing specific traits. A couple of people said that “honesty” is a critical trait that should be the foundation of everything the College does, and it should be personified by its leaders. Frank Sobolewski went so far as to quote a scripture: Do not tell lies to one another (Colossians 3:9). He then prophetically warned that if “NMC is not completely honest with each other, with the Board of Regents, the CNMI Legislature, the Governor, the general public, and WASC, all the rest of what we do in terms of trying to turn NMC around will be doomed to failure sooner or later.”
One individual mentioned the importance of transparency internally as well as on a community level. “Internal audits would be beneficial to measure morale as well as fiduciary responsibility by making key management aware of potential misunderstandings of a particular situation/incident where quality and conduct were not meeting the desired level of expected performance and productivity within a given department.”
Two individuals who did not give permission to use their names mentioned a trait that I thought was insightful: humility. All individuals and organizations will make mistakes, but rarely do they have the humility to admit them, learn from them, and become better in the process.
Two others believed that the one thing is actually a person…specifically a leader. Bruce Johnson mentioned that, as with any successful organization, change will occur through an outstanding leader who is “strong, smart, decisive, imaginative and fearless. George Patton with a Ph.D.”
Geri Willis brought up the point that everyone at the College plays an important role and for NMC to realize the one thing, “all the cogs of the wheel need to be working together toward a common vision, not in isolation, to be successful and reap the benefits.”
In order for people to get on one page and move toward a common vision, a paradigm shift is necessary to realign the culture at the College. Dawn Chrystal Revilla mentioned that for people to understand their roles within the institution, the College must examine everything it does and ask how it serves our students and “assists them in their educational and personal development.” She had the opportunity to work at a division of an institution that adopted a “student centered philosophy” as one of its core values. The steps that were taken to fully live this philosophy empowered individuals to do the right thing with the programs and assets with which they were entrusted.
I believe that many of the comments above can be applied to any organization in the CNMI to make it a better place to work and more importantly, allow it to better serve its customers. In reality, it will take many things to create the change that is necessary to improve and progress; however, what do you believe is the prime factor that is required to realize the dream you might have for your organization? Ask individuals within and outside your organization and you might be surprised by the great responses you’ll hear. Implement the “the one thing,” and you’ll soon start to realize the potential your organization has to add more life to everyone it touches.

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Below is the document that I refer to in the article above. It was included as the forward to the NMC Strategic Master Plan.

The One Thing…
by Rik Villegas

Last night I dreamt I visited a wonderful college on a beautiful, tropical island in the Pacific. As I met with the individuals who worked or learned there, I realized everyone was happy and felt fulfilled in their life. In fact, if you were to ask anyone what they liked most about the college, he or she would say in a nutshell that the college gave them more life.
Students got more out of life because those who graduated were able to get top positions in companies they worked with. Those still attending college were happy with the education they were receiving because they knew the faculty and administration valued them through excellent instruction, the best educational resources, and superior support services.
The faculty and staff felt more life because they were valued by the administration through the excellent support they received in their assignments. They were not only compensated well for their efforts, but they also received a number of non-monetary benefits that made the college a very desirable place to work. Turnover was low, and the quality of education was high because of the premium the college place on hiring and keeping the very best individuals.
The administrators were especially pleased with the smooth operations that were apparent at the institution. They also felt respected by the faculty, staff, students, and community because of the benefit the college offered to the island as a whole. The directors and department chairs quickly and easily took care of almost all of the minor problems that might occasionally occur. This allowed more time for the administrators to focus on planning, and directing the college. It also allowed more time for them to meet with individuals and develop positive relationships with the college personnel and community leaders. Even though the institution had doubled its size in a few short years, there was a family-like spirit that pervaded.
The community felt more life because only a few short years ago they were experiencing an economic downturn that threatened their happy way of life; however, the college was able to do one thing that eventually turned the economy around. Not only did it help the economy, but the college became the institution of choice for high school students and nontraditional students pursuing a degree. This allowed more money to be circulated in the local economy, and more money to be invested for educational excellence. It became a continuous loop of good things getting even better.
Because of the one thing that the college did, the legislators began to realize the value of the college to their children and the community. They changed their attitude from trying to cut the budget of the college to finding more money they could invest in the institution.
Just a few years earlier, the college had been struggling with many issues. The pressures were great and everyone’s morale was low. However, when the solution was found, it changed the whole perspective of the college.
This one thing was like a match lit in the darkness of despair, and it not only brightened the hopes of everyone—it also caused the whole island to believe there was a solution to their economic problems. The college became a leader to the government and community’s businesses for restoring economic stability and adding more to everyone’s life. The one thing was… (I woke up just then. However, the dream could continue, but I think it will take others who are also dreamers to help realize what that one thing is.)

Conquer Your Goliath

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A few weeks ago in a Sunday School class that I teach, we talked about the story of David and Goliath. It’s one of the great passages in that Old Testament that tells about the turning point in David’s life that made him a hero and helped shape his destiny and that of Israel’s.
Many of us face challenges that we feel are too large to overcome. Some of the challenges facing the Commonwealth seem almost impossible against powers that feel like Goliath. Here are five key points from David’s example to help you face your personal challenges or conquer any threat your organization is facing.
1. You must be confident that you can overcome any challenge, no matter how large. David was the youngest of Jesse’s eight sons and it was his job to feed the family’s sheep. One day his father asked David to deliver some food to his three older brothers who followed King Saul of Israel into battle against the Philistines. When he arrived at their camp, he saw the armies facing each other across the valley of Elah. Each day a massive man, who stood almost ten feet tall, would come out and challenge any man in the Israelite army to battle with him. The winner of the fight would have the other army become their servants. It was the fortieth day that Goliath had come out to taunt and frighten Israel, but the first time that David observed it. While others stood in fear, David’s response is classic: “…who is this uncircumcised Philistine, that he should defy the armies of the living God?”
David didn’t see a giant who could easily slay any man, he saw a tormentor that mocked the armies of the God of Israel and who needed to be removed. When the words of David reached the King, Saul sent for him and David told the King: “Let no man’s heart fail because of him; thy servant will go and fight with the Philistine.”
2. Don’t allow your lack of credentials or experience stop you from moving forward. King Saul pointed out the obvious, that David was too young and untested in war. David had never fought in a battle, nor held any military rank or credentials. Yes, David was confident, but the King and others were not just allowing this overconfident youth to foolishly go against Goliath, they had to trust in him to be their champion, because the loser would obligate the entire army to become the servants to the army of the winner.
David was totally confident that he could meet this challenge and succeed. His incredible faith and trust in the Lord overcame any fear or doubt that caused other men to shrink. You may not have all the credentials that a job or position lists as important, but you should not let that stop you. Many of the best leaders started out with no experience, but they had tremendous confidence in their ability to get the job done. That confidence spreads to others and creates internal enthusiasm and momentum.
3. Use your past successes, no matter how small, to conquer your current challenges. David countered the concern of King Saul and others by telling them a story about how both a lion and a bear took lambs out of his father’s flock, and David pursued them and killed them to save the lambs. He reasoned that even though Goliath is a man, his past success against a lion and bear was adequate proof that he could succeed against the Philistine giant.
You should take advantage of every opportunity to improve yourself professionally. Learn new hobbies, volunteer to try new things at work, or get involved in clubs or groups that will help you learn new skills. Those skills can be developed and used to overcome new challenges. Be sure to document your training and skills with certificates, references and letters of recommendation that can be shared with others.
4. Hit the ground running. Goliath was condescending toward his much smaller adversary and in distain he said: “Come to me, and I will give thy flesh unto the fowls of the air, and to the beasts of the field.”
David showed absolutely no fear of Goliath and countered him by foretelling his fate. When Goliath arose in anger to meet him, David ran across the valley of Elah to attack the Philistine giant. As he got closer, he slang a stone that hit Goliath in his forehead, and to the dismay of both armies, Goliath fell on his face to the ground.
Once you start working on your challenge, put your whole effort into it. Don’t hesitate or allow others to slow you down. It’s important to get off to a fast start and sustain your momentum so that it carries yourself and others toward your desired results.
5. Don’t stop until you’ve finished the job – persist until you succeed. David had only brought a sling and some stones into battle, and when Goliath fell to the ground, the work was not over yet. If Goliath was only unconscious, he could recover and remain a threat to others. David ran and stood on the giant, then took Goliath’s sword out of his sheath and cut off his head. When the Philistine’s saw their champion was dead, they ran in fear from the pursuing Israelite army.
Too often, people start a project with gusto, but when the going gets tough they hesitate and often don’t finish it. Be consistent and persistent in your efforts to see a job through until it’s complete.
You may be facing challenges that seem insurmountable at the moment. Unfortunately, the biggest Goliath for some people is the challenge they create in their imagination. The constant fear and worry over finances, love relationships, or other issues can cause those concerns to grow into huge obstacles that seem unconquerable. The very act of focusing on the problem rather than the solution can create a self-fulfilling prophecy that brings to pass the very thing one wants to avoid. Face your Goliath with courage, confidence, and persistence and more than half the battle will be won.
“…the Lord saveth not with sword and spear; for the battle is the Lord’s, and he will give you into our hands.” – David to Goliath (I Samuel 17: 47)

Goat Rope

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When we were going to check our mail in San Vicente, a road construction worker held up a sign that said “SLOW.” I turned to Janel and said, “They don’t have to advertise how slow they are working.” The two mile stretch of “road repair” in San Vicente has been going on for almost eight months now, and it seems to be getting messier by the day.
Just for fun, bring some chairs and your favorite beverage and sit in the middle of the dirt triangle across from the Tudela Retail Store when the traffic is busy. There are no signs or people directing traffic, and if you’ve got a sadistic sense of humor, you’ll be entertained as you watch how all the frustrated drivers try to squeeze their way through constricted, one-vehicle spaces that were previously two-lane roads.
One would think the intent of the project is to improve the road condition and make traffic move more efficiently, but it’s turning into the CNMI’s biggest “goat rope.” What’s amazing, though, is that it seems to work okay for the drivers because I haven’t seen any accidents or road rage issues. It’s proof that drivers in the CNMI are flexible and can deal with difficult situations.
“Goat rope” is American slang for a confusing, messy, or disorganized situation. Its origin comes from how new cowboys were taught the art of roping a moving target, such as a horse or cow. When I worked on my uncle’s farm as a 12-year-old in Holbrook, Idaho, I practiced roping a stationary sawhorse. Trying to rope a moving target exponentially increases the difficulty, and when those moving targets are much larger than you, it also increases the likelihood of getting trampled, dragged, or maimed. So the young cowboys would be put in a corral full of goats, which are smaller and less dangerous. The old timers would gather around the corral with their drinks and whoop and holler as they watched the amusing melee of goats, ropes, and cowboys.
The road construction work is a fitting metaphor for the general mess we’re in. The longer we deal with it, the worst it seems to get. The words "slow," "confusing," "messy," "disorganized," and "frustrating" are words that would fit aptly in a sentence describing your typical interaction with many of the organizations in the CNMI.
Amazingly, there have not been many serious altercations between the organizations and “customers” who are less than satisfied with the service they’re getting. It’s proof that the people in the CNMI are resilient and flexible when they experience inept, incompetent, or inconvenient service. But, do we have to put up with it, or is there a solution?
Although it may be entertaining to watch young cowboys hone their skills on panicked goats, the eventual outcome is that the cowboys will improve their ability and become seasoned ropers. In order for effective change to occur, the leader, manager, or a results-oriented person within an organization must be committed to make improvements. Here are ten steps that can turn a goat rope into a professional operation.
1. Recognize when something is wrong and realize that customers are not pleased.
2. Identify the specific problem areas that need to change. These might be obvious, but it is still good to talk to customers formally or informally to get their feedback and learn if there are unrecognized areas of difficulty.
3. Now it’s time to find solutions that will address the problems. This can come from brainstorming with staff, talking to customers, or doing some research to discover how others have solved similar problems.
4. List the alternatives and prioritize the solutions so you can choose the best one to resolve the problem. Also, identify the expected outcome for the solution so you know what success will look like.
5. Identify the resources needed to implement the solution. Also, create a timeline for the project to be completed.
6. Take action and hold a person responsible to act on the solution. It’s fine to have a group implement the solution, but if the group is collectively made responsible, it will be too easy for members of the group to dissipate the responsibility, which means that no one will feel accountable.
7. Periodically monitor the project to ensure that it is being completed on time and within budget. Create some type of dashboard that reports the most vital results of the project so discrepancies can be quickly identified.
8. Communicate progress to interested parties so they know what is happening. Lack of communication creates anxiety and misunderstanding.
9. When you’ve achieved your desired result, celebrate the accomplishment and recognize those who helped.
10. The last step is to systemize the process so that you won’t slide back into the normal pattern of behavior and find yourself “reinventing the wheel” at some point in the future. If needed, create standard operating procedures that are documented and regularly followed. Organizations with high turnover experience lapses in progress as new people are unaware of any progress that may have been made, and they tend to repeat what has already been done.
If your organization is experiencing the “goat rope” syndrome, then take the goat by the horns and implement these ten steps before someone holds up a “SLOW” sign where you work.

Renewal

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I was taught in college that the process of making new brain cells stopped in adolescence and we are basically “hardwired” by the time we start school; however, new findings have turned that theory upside down by stating that we are making new brain cells and neural connections throughout our life. This means that you are capable of changing your attitudes, beliefs, and ultimately your results in life – if you believe you can and want to change.
In order to start learning how to change your brain, you should understand how your brain functions. In a previous article I mentioned that our mind works like a self-correcting guidance system to “steer” us toward the results we expect. In order to take advantage of our cybernetic ability, we should know the Results we want, take Action, and be Self-correcting, which can be remembered by the acronym: RAS.
RAS also stands for reticular activating system, which is the scientific term for a network of nerve pathways about the size of the tip of your little finger. It is located at the base of your brain that connects to the spinal cord, cerebellum, and cerebrum. Your RAS acts as a filter or control center for the billions of bits of sensory data your brain processes every second. Everything you see, hear, smell, taste, and touch passes through this control center, which is then relayed to the appropriate part of your brain for processing. Much of this occurs at a nonconscious level at a speed eight hundred times faster than your conscious brain cells operate. If there is something important to you, your RAS sends a signal to your conscious brain to alert you.
For example, if you’re walking through a noisy airport with hundreds of people talking and lots of ambient noise, not a lot is brought to your attention. However, when an announcement is made over the public address system that states your name or your flight information, your RAS automatically alerts you so you can focus your attention on the important information.
You could also compare your RAS servomechanism to an internet search engine where you type a keyword and within seconds, millions of websites are searched to find relevant pictures, videos, or articles for your inspection. Similarly, your reticular formation scours your neural network in thousandths of a second for all the relevant data you have in your biochemical hard drive. When you plant an idea into your RAS, it will search your brain to find precisely what you want.
If you create a clear picture that has strong emotional appeal (Result), your reticular activating system moves into high gear (Action) and uses your sensory abilities to hone in on anything that is relevant to your goal (Self-correcting). Your intention focuses your attention for retention of anything that can help you successfully achieve your desired result. If you’re in a crowded, noisy room and two people twenty feet away are carrying on a conversation related to your goal, your RAS will focus on that conversation and alert your conscious brain to pay attention.
This marvelous ability of your brain can also work against you depending on what’s been programmed through your beliefs and self-image. For example, if you earn $30,000 and you believe that is all you are worth, then you create a comfort zone and act in ways to maintain that self-image. If you have a million-dollar idea, your RAS will filter it out so you won’t become aware of it or you won’t act on the idea. Research shows that a significant number of lottery winners lose their winnings within five years because their new wealth doesn’t fit their self-image. The Certified Financial Planner Board of Standards estimates that nearly one-third of lottery winners become bankrupt.
Another way your RAS can work against you is if you program it with what you don’t want. It will cause you to think about the negative thought until you get exactly what you don’t want. This is the reason why people who focus on not being broke, not getting divorced or breaking up, not getting fat, or not failing a class typically get the very thing they’re trying to avoid. The habit of thought around a negative idea produces negative results.
Here are five steps you can take to harness the power of you RAS to become more successful: First, clarity is power. Choose the exact message you send from your conscious to your nonconscious mind. Condition your brain to have clarity so that it knows precisely what you feel is important and what you’re going after.
Second, spend time thinking about your goal each day and imagining the results you want and how it will feel in full sensory detail. You may want to cut pictures out that represent the achievement of your goal and place them where you’ll see them often. Read books, watch movies and listen to music that inspire you and reinforce the image of the new person you want to become.
Third, focus on the positive aspect of your goal, and stop thinking about any negative thoughts about it. Avoid people that are negative and belittle your efforts to change. They act as an anchor to maintain your status quo. As you begin to progress, the negative influencers will have a tendency to pull you back down to a level where they feel most comfortable with you.
Forth, take action. Be aware of the thoughts that your RAS sends to your conscious mind to move you closer to your goal. As you act on the cues given to you through your RAS, you’ll develop greater awareness and you’ll also begin to reinforce your new self-image and provide greater proof why you are worthy of your goal. Keep a journal of your ideas and thoughts. As you create new neural pathways with your new thought patterns you may have bursts of inspiration.
Fifth, once you’ve achieved your goal, reinforce the idea that you deserve your success. If your new self-image is not firmly planted in our mind, you may find yourself slipping back into old habits and moving toward your old self-image.
A similar process can be used to overcome the negative patterns created by a group of people that have a common cause such as families, organizations and communities. The leader of the group must initiate the renewal process and act as the group’s RAS to help initiate change through positive transformation in the shared culture, values, and beliefs. It’s more difficult because there are always dissenters who want to rock the boat and maintain the current situation, but the journey can be worthwhile if the final outcome is consistently communicated and kept at the forefront of the group’s mind.
With a change in your life, family or business, you will have a change in the way you think and interpret the world around you. You will develop new neural pathways that override your negative programming and old habit patterns. It is possible to change and renew yourself. As Napoleon Hill said: “Whatever the mind can conceive, and believe, it can achieve.”