the human element

THE ELEMENT THEHUMAN HUMAN ELEMENT

Published by the Human Development and Leadership Division of ASQ

WINTER 2016 | VOLUME 10, ISSUE 4

IN THIS ISSUE Special Interest Articles

Letter from the Chair

The case for ASQ service with Robb Richardson Results of the recent member engagement survey Seeing the System Dynamic Evaluation functioning

Highlights Letter from the Chair ...............1 Results of the recent member leader engagement survey ....3 The case for ASQ service ......4 Seeing the System Dynamic Evaluation functioning .............5 Treasurer’s Corner ..................6 Social Media Minute ................7 Leadership Lesson ..................8

Happiest of holidays and may you and yours have a wonderful beginning to 2017! The adage “time flies” barely begins to cover the feeling as I write this winter newsletter message. It seems such a short time ago that I moved into this role as your chair and magically it has now been 11 complete months. I have five wishes for the coming year in regard to the Human Development and Leadership Division. I wish 

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You, our members, receive value and knowledge that you can readily apply To get to know more of you all Many to take advantage of the HD&L’s “Leading through Conflict” Workshop Our business plan execution to be stellar, specifically the Global and the HD&L Leadership Body of Knowledge elements and that Everyone to embrace personal and organizational well-being

To recap 2016, I’d like to refer you back to my message in the Spring newsletter where I mentioned two key areas of focus for this year 1. Increase our Services to Membership by  Spending face to face time with HDL members  Generating new educational opportunities (see more on this later in this article!)  Developing and Implement the Leadership Body of Knowledge 2. Improve the Member Experience by  Improving contact with New Members and Renewing Members  Offering Member Leader Development and Developing Member Leader Recruitment Plans  Improving Social Media interaction

HUMAN DEVELOPMENT AND LEADERSHIP DIVISION

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Letter from the Chair, continued So, how did we do? You will receive a survey in the future to provide your input. I think we accomplished a lot! Despite our far-flung membership, there were lots of opportunities for our division to have face time together, for example, WCQI, the Innovation Conference and at various Section meetings. We delivered the Strategic Engagement Skills Workshop and several webinars that included “how-to” aspects on important leadership skills. We also continued to work on the Leadership Body of Knowledge (BoK). We are not completely done with the BoK yet, but we have the focus areas identified and are working to offer learning opportunities around each of those areas. Our Membership and Voice of Customer chairs worked together with our Marketing and Webmaster to improve the timeliness and quality of initial contact with new members and an improved way to connect with renewing members. If you fit either of these groups, you should see that in action. We increased HDL communication channels through social media by adding HDL Twitter and Linkedin accounts. We still have some opportunities for growth in social media and would be excited to know if any of you have a 2

passion for this and would like to assist with social media for the Division! If this is the case, please contact Stephanie Gaulding, Marketing & Communications Chair. Finally, our Past Chair, Bill Barton, developed a member leader recruitment plan and in our planning session, we updated our Member Leader Handbook. The Leadership Team is developing Standard Operating Procedures and Activity Check Lists to assist new Member Leaders as they onboard. In support of this year’s achievements, I offer the following indication of success. The graphic at the top of the page shows Member Leader response to what I view as the loyalty question, “I am likely to continue volunteering as a Member Leader for ASQ in the future” in the annual survey. I am pleased to report that HDL scored 100% in the strongly agree/agree for the question! Please join our happy and fun leadership team as we move into 2017! We would love to have you be a part of this great team!

Wanda R. Sturm Chair, HD&L


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Results of the recent member leader engagement survey

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Our division had a strong showing on the survey. First, we had 13 responses from the approximately 20 members of the leadership team. That is 8% of all respondents from all divisions, and we certainly do not make up 8% of the leadership of divisions. Moreover, HD&L scores are consistently above the average for all divisions and for TCC group 3, which is our group.

By Brooks Carder, PhD Chair-Elect, HD&L And Member of the Member Leader Engagement Team

The following questions are among the 14 out of 27 questions that received a 100% favorable response from our team: 

Member Leaders in my Division or Forum work well together 100%

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Serving as a Member Leader is a meaningful way to strengthen our profession and the field of quality. 100%

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I am satisfied with the leadership and support from my Division or Forum Chair. 100%

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I have recommended being an ASQ member leader to an associate or friend. 100%

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Below are the questions with the least favorable response. Note that there are questions about the performance of outside agencies not the leadership team. The remaining 10 questions have highly favorable scores at 92%. 

ASQ provides the technology required to serve effectively as a Member Leader 46 %

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I am satisfied with the support received from my TCC Group Chair as it relates to my Division or Forum. 64%

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I receive adequate feedback on my Division or Forum performance of which I am a Member Leader 84%

Of course, the ultimate measure of our performance is the satisfaction of our members not satisfaction of our leaders. However, leader engagement is a prerequisite to member satisfaction. Thanks to the strong leadership Bill Barton our Immediate Past Chair and Wanda Sturm our current Chair we have achieved that prerequisite.


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The Case for ASQ Service By Robb Richardson, HD&L Secretary Over the past two years, I’ve had the good fortune of serving as Secretary for the Human Development and Leadership (HD&L) Division. Recently, after speaking at the Service Quality Conference in Chicago, one of the attendees asked how I came to serve in that role and how it benefitted me and my career plans. While I was slightly startled by the question, it is one worth answering…especially for those who are considering taking on a formal role with the Division. The first part of that equation was pretty simple; I had been involved as a Member-Leader for more than a year when the position became eligible for nominations. Based on my respect for those that were leading the HD&L Division, I simply inquired and then submitted my name for consideration. With no one else requesting to serve in that capacity, a simple vote allowed me to become division Secretary for the period of 2015-2016. As for the second question, there are many benefits to serving the HD&L Division…and I’d like to touch on just a few of them. The late Supreme Court Associate Justice, Oliver Wendell Holmes Jr., once said, “A mind that is stretched by a new experience can never go back to its old dimensions.” In my case, the regular exposure to the insights, knowledge, and experience of the Division’s leadership team allowed me to see things differently. This, in turn, allowed me to approach my professional responsibilities with new insights and perspectives. Having spent more nearly three decades in the financial services industry, learning from others in different industries has been an incredible experience. Similarly, I have found that my interpersonal skills have been sharpened by working with leaders who operate differently than me. In many ways, this reflects the reality of today’s workforce. By working with leaders from different parts of the globe, I am better able partner with others because of my time as HD&L Secretary. For those that are considering serving in one of the HD&L Divisions, I urge you to do so if possible. It is a learning experience that you’ll benefit from for years.

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Robb Richardson is an ASQ certified Quality Auditor and Quality Manager. Robb has worked in Quality Engineer the financial services industry for and Quality over 21 years and Manager. has has been He a secretary of ASQ HD&L worked in the division for last 2 years. financial services

industry for over In this article, Robb

shares 22 years his andpersonal has experience of held volunteering with the HD&L team and what it means for him. Many thanks for all your contributions Robb! The HD&L team

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Seeing the System Dynamic Evaluation functioning

By Jesús Gilberto Concepcion G., PhD., PE HD&L Global Engagement Chair, ASQ Country Councilor for Dominican Republic

In previous publications we have discussed the System Dynamic Evaluation SED© concept from a theoretical aspect. This is the article I promised that will focus on the brain. First though, I want to tell you about two interesting moments I had this week that involve the brain. The first was a conversation with my five year old granddaughter. I asked her if she knew what the brain was. Her answer was so simple that from now on I think I will always use her definition. Grandpa, she said, I think, the brain is a thing I use for thinking! Priceless! The second moment was with my new neurologist. She was scanning and taking an electroencephalogram of my brain. Her assistant took a normal EEG first with my eyes closed and then with my eyes open. It happened that I had with me a questionnaire of our SED©. We ran through about half of the questions during the scan. She told me that this EEG scan was clearer. I said thank you very much. The neurologist told me that I was mostly in the third level energy of the brain with a very symmetric response between the left and wright hemispheres. Then I replyed again, thank you very much.

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Two simple answers to questions about brain functioning. How about leadrship and management? How about symmetry using the four brain energy levels? How about the velocity of thinking coordination? Brain imaging techniques do not show all, they are very specific. By seeing the brain as a resonance, as a resonance organ or a resonance harmonic oscilator box we developed the SED© concept. SED combines four types of intelligences; analytical, practical, social and creative and their interaction is related to a four center particle acting at the same time. From the coeficients of the wave funcitions we can calculate the best energy level of an individual and the symmetry inherent to that level. The higher the symmetry the faster the brain tninking pattern. These values are related to leaderhip and management expectation of a particular person. They can be also be calculated for a group of individuals as a team, a department and even whole organizations. Electroencephalogray, heat analysis, quantum mechanics calculations and comparison with other brain systems approach have been shown to validate the SED results. A scale from 4-16 was established to calculate the SED index of thinking pattern. A score of 1112 is correlated with people who show management or leadership thinking patterns, 1316 to people with both leadership and managemt patterns, 9-11 to people with supervisory conditions and less than 9 a worker type pattern. As the values increase the symmetry permitted condition increases. Values between 11-16 are in the range of the symmetric condition. Values of 10 or less is the non symmetric or antisymetric condition, according to quantum mechanics definitions. We have indicated in previous publications that anindividual can exhibit any of these patterns since birth, however these conditions can also be developed by proper trainning, knowledge and interactions with other people.


THE HUMAN ELEMENT Seeing the System Dynamic Evaluation functioning, continued Any study or experiment must start at home. Therefore, we have done studies with the leadership team of the HD&L in order to see how SED rates the team. Two studies were done at the time of our face to face meetings. The first one was in 2010 and the second in 2016. As can be seen in the figure below the index of thinking pattern increased from 11.7 to 12.9 from a leadership thinking pattern to a more leadership and management condition. The relative velocity has been stable and indicates we are, as a group, between the second and third level of brain energy - the entrepreneur level. This is very interesting since in the HD&L division a yearly Face to Face meeting has been established to support member leader development. The land was plowed, the tree was seeded, and it has been growing.. See for example, the improvement in the ICP (index of thinking coordination) and CVP (relative velocity index) score output. Now we are in the position to colect the fruits. SED score improvement is a process and it takes time, dedication, patience and most of all passion. At HD&L we say that we have fun doing what we do. But in order to keep the fun, working, leadership and management are needed at the same time. This is the group that can do it!

Treasurer’s Corner

By Richard F Uphoff, HD&L Treasurer

Greetings HD&L members…Happy Holidays and Happy New Year. We wanted to give a quick update on the division’s finances as we close out 2016. We just finished the budgeting process for 2017 and have maintained level spending for the upcoming year. We look to be ending the year spending less than we took in, which will set us up nicely for our future goals. As we’ve mentioned before, we have to balance spending enough of your membership dollars to provide you value while not spending so much that we deplete our account. It is a long-term balancing effort. Overall, we have done a good job balancing these two objectives and 2016 was no different. We look forward to providing a more comprehensive year-in-review after the first of the year and after our year-end reporting is available. Thank you again for the continued support and engagement with our division.

You are what makes HD&L a great division! .

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Social Media Minute By Stephanie Gaulding, HD&L Marketing and Communication Chair I

2. Initial Profile set-up: In setting up your profile, whether for the first time or going through a major revamp, I recommend the following steps: a. Prepare some keywords specific to your industry. They can describe your job title, skills, certifications or work to use in the creation of your profile headline, below your name. b. Turn off profile update alerts (click to see how). This keeps these annoying updates out of your connections’ activity stream. c. Customize your LinkedIn profile URL (click to see how). I recommend some form of your name – I used https://www.linkedin.com/in/sgaulding. This makes it easier for you to remember as well as easier for others to find you. You can also include this link in your email signature.

I’ve been using LinkedIn for just about 10 years. I stumbled upon the site in 2007 when I was laid off and suddenly found myself in the job market. At that time, LinkedIn had about 8 million members with most of them located within the US. I thought it would be a great way to keep in touch with people going forward so I created an account. I had no idea it would become the central tool that it is today in professional networking. For years, my profile was pretty basic…job titles, timeframes and bullets from my resume. Today and after many evolutions, my profile looks completely different and is a key part of how I build and maintain my professional network so I thought I’d share some of the things I’ve learned through the years. 1. Profile Purpose: Determine who you are trying to reach with your profile. Are you actively or passively job hunting? Are you interested in finding like-minded professionals in your current industry to network with? Maybe you have some other purpose in mind but deciding on the purpose up front will help you shape your profile.

d. Customize your profile headline. Many people still use their current job title but I recommend tying it to what you do using keywords specific to your field. Don’t be afraid to be creative – especially if that’s valued in your field. Remember that at its core, LinkedIn is just another search engine! e. Add a profile picture. You don’t have to use professional headshots; however, be sure to use a high-quality photo that represents you in an approachable and professional manner. Remember if your focus is job hunting, recruiters today routinely look at LinkedIn profiles as a part of screening candidates so using a casual photo may not be the best option. 3. Create a “Summary” showing who you are: First, this should not be a copy and paste from your resume (assuming you have a similar section there). This section is your space to differentiate yourself and it should be tied to the purpose for your profile that you defined above. Try to paint a picture of who you are in the world…. what makes you special as well as what motivates and inspires you.

THE HUMAN ELEMENT Social Media Minute, Continued 3, cont. As a consultant focused on networking and business development, I use this section to give an overview of all my skills including listing my specialties at the end of my summary. Remember, you want to continually ask yourself whether an entry in this section will add to or distract from your profile purpose. a. For each role/place of work, write a short description keeping in mind that it should be easy for readers to scan quickly. b. Be concise….be concise…. Be concise. If someone is interested in more information, they will ask for it. c. Focus on sharing accomplishments and not job duties. This section shouldn’t read like a job description but should instead paint a good portrait of your skills, talents and accomplishments as a result of the role. 4. Keep it current!: I can’t stress this one enough. If you’re going to have a LinkedIn profile, make it a habit to keep it current. No, you don’t have to update it every day but do consider it as part of major career changes (achieving certifications, changing jobs, etc.) One last note. You don’t need to do all these things at once. Experiment and see what changes have the most impact for your profile! For more on LinkedIn’s history, visit: https://ourstory.linkedin.com/. If you have questions on social media topics that you'd like to see answered here or in a future webinar, please send an email to [email protected] and we'll address your question/topic in an upcoming newsletter.

Leadership Lesson

By Richard F Uphoff, HD&L Treasurer

Richard Kennelly tells the story from the 1988 US Men's Rowing team winning a medal at the Olympics in Seoul, South Korea. Richard and his four-man team took silver against a tough East German team, but the story started years earlier. As Richard tells it, after graduating from Harvard, he wanted to take his rowing to a new level. Even though he was a competitive rower in college, he wanted to go to the Olympics. He heard about a coach down in Philadelphia who trained Olympic rowing teams. He went down there, found housing, signed up, and started training. As he and his team formed up, they decided they didn’t want to just make the team. They set their sights on loftier goals. They decided they wanted to win a medal. Besides that, they didn’t want to just win any medal either…they wanted to win a gold medal. This goal provided focus to the grueling training regimen. The daily training routine would go something like this: they get up in the morning, go down to the boathouse, look at the workout for the day and then go about completing that day’s work out. Each day’s workout was the same for all.. No one got a tougher version or an easier version. The next day, the coach would post a new workout and the cycle would begin all over again. Even though each athlete saw the exact same workout every day, the results were vastly different. Not everyone made the team and certainly not every team won a medal. What made the difference when everyone was theoretically working on the same thing?

THE HUMAN ELEMENT Leadership Lesson, Continued As Kennelly explains it, while each athlete saw the same workout every day, not every athlete approached that workout in the same way. What distinguished the Olympians from the other athletes was the degree of determination, drive and focus they brought to those workouts. This made all the difference in the world. So, what does this have to do with leadership? Every day, we all wake up and face the same 24-hour clock that everyone else faces. No one has any more time in the day or any less than we do. Yet, our results can vary widely on how we spend that time and what we accomplish. So, the thing that differentiates the great leader from the ineffective leader is often the degree of determination, drive and focus that they bring to their 24 hours in the day. They know what they want to accomplish and they have a focused plan for getting there. They also know that if this 24 hours doesn’t’ bring the results they seek, there is always the next day to learn, improve and try again.