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IDG News Service mdash;
Increasing customer demand for big data technologies and cloud computing brought record financial results at EMC (EMC) in the second quarter, the company reported Wednesday. EMC's consolidated revenue rose 20 percent to US4.85 billion. Earnings per share increased 20 percent year over year to 0.24. The results came one day after EMC's majority-owned subsidiary VMware (VMW) reported year-over-year revenue growth of 37 percent. With this increase the VMware business saw the strongest growth in EMC's revenue gains. Business at the RSA Information Security division grew 13 percent year over year. EMC's Information storage business grew 19 percent compared with the year-ago quarter. Revenue for EMC's high-end Symmetrix storage product portfolio, which includes the EMC Symmetrix VMAX, increased 15 percent. EMC's portfolio of mid-tier storage products saw growth of 27 percent. EMC Chairman and CEO Joseph Tucci attributed the results to customer demand for cloud computing and big data solutions. Given the strong growth, EMC Executive Vice President and Chief Financial Officer David Goulden said the company was raising its financial outlook for the year to consolidated revenue of more than 19.8 billion. The quarter before EMC had said it expected 2011 revenue to be 19.6 billion. Revenue in the U.S. grew 17 percent in the quarter to 2.5 billion. The U.S. market represented 52 percent of EMC's business. EMC's business outside of the United States hit an all-time record 2.3 billion, the company reported. Revenue outside the U.S. grew strongest in Latin America with an increase of 43 percent. Business in Asia Pacific and Japan increased 34 percent, while EMC's revenue in Europe, Middle East and Africa grew 20 percent. The company's reported non-GAAP earnings of 0.35 per share exceeded the 0.34 estimate of analysts polled by Thomson Financial. EMC also beat analysts' revenue estimate of 4.73 billion.
IDG News Service mdash;
EMC's revenue grew 18 percent in the second quarter ended June 30, a result the company attributed to massive growth in the data enterprises need to store. The company brought in US3.67 billion worldwide in the quarter, up from 3.12 billion a year earlier. Revenue even rose 10 percent in the U.S., defying the country's economic woes, while gaining more in all of EMC's other regions around the world. The results beat expectations of analysts, who had predicted revenue of 3.56 billion, according to a Thomson Financial survey. "Despite continued economic uncertainty at the macro level, we believe spending on information infrastructure and virtual infrastructure technologies will continue to grow," said Joe Tucci, EMC's chairman, president and CEO, in a prepared statement. The sales gains boosted EMC's profit as well, with net income reaching 377.5 million, or 0.18 per share, up from 334.4 million, or 0.16 per share, in last year's second quarter. Information Storage, the company's largest business, saw revenue grow 14 percent to 2.87 billion. EMC said high points included midrange storage systems connected to Internet Protocol networks, as well as consulting and implementation. Meanwhile, the company's RSA security division had a 15 percent gain to 144 million, EMC said. EMC derived a record 48 percent of its revenue from outside the U.S. in the quarter. The news was particularly good there, as both Asia-Pacific and Japan and Europe, Middle East and Africa had 27 percent gains in revenue from a year earlier. Latin America revenue grew 24 percent. On Tuesday, VMware reported revenue growth of 54 percent from a year earlier, to 456 million. But that result fell slightly short of analysts' expectations. The storage industry as a whole seems to be thriving despite economic weakness. Shipments of hard-disk drives hit 137 million units in the first quarter, up 21 percent from a year earlier, research company iSuppli said Tuesday. Following the results, EMC's shares were up 1.24 to 13.70 in early afternoon trading Wednesday on the New York Stock Exchange.
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Facebook is releasing as open-source software parts of its application development platform in order to make it easier for programmers to create applications for the social-networking site, the company announced Monday. Facebook will offer as open source "most" of the code that runs its platform, plus implementations of its most popular methods and tags. This is another step in Facebook's program for external developers, which it kicked off a little over a year ago when it opened up its platform to them. Since then, about 400,000 developers have created some 24,000 applications for Facebook. With this move, Facebook is also responding to Google's OpenSocial, an initiative to establish a standard set of common APIs (application programming interfaces) that will let developers create social-networking applications that can run with minor modifications in multiple sites. OpenSocial is generally considered a challenge to Facebook's platform, because observers believe it could make it easier for social-networking sites to match Facebook's broad catalog of third-party applications. Among OpenSocial's supporters are Yahoo, AOL and MySpace, Facebook's biggest competitor. In March, Yahoo, Google and MySpace formed a nonprofit foundation to promote the OpenSocial platform as a neutral, community-governed specification. With the open-source portions of its code, Facebook expects that developers will find it easier to test and tune their applications, and create their own tools, among other things. The Facebook Open Platform, or fbOpenn, as the open-source portion of the platform is called, can be extended so developers can create their own tags and API methods, Facebook said. The open-source portion of the platform includes the REST API, FBML parser, FQL parser, and FBJS sanitizer and proxy, Facebook said. Most of the open-source code is being made available via the Common Public Attribution License (CPAL), while the FBML parser is governed by the Mozilla Public License (MPL).
PC World
mdash;
Facebook's new real-time commenting feature is now available to all users. Live commenting allows Facebook members to see new comments from their friends without having to reload the page. Slideshow: CIO.com Teardown: Facebook CEO Mark ZuckerbergFacebook Bible: Everything You Need to Know About Facebook "Live commenting, which we rolled out to all of our users a couple weeks ago, creates opportunities for spontaneous online conversations to take place in real time, leading to serendipitous connections that may not have ever happened otherwise," writes Facebook's Ken Deeter in a Monday blog post. The upgrade, which brings a more dynamic feel to the social network's interface, may also encourage users to spend more time on the site-certainly good news from Facebook's perspective. Enabling live commenting wasn't easy, however. Facebook engineers had to devise a new "push-based design" to get the feature to work on such a massive scale. "This wasn't a small challenge: every minute, we serve over 100 million pieces of content that may receive comments," Deeter writes. "In that same minute, users submit around 650,000 comments that need to get routed to the correct viewers. To make this feature work, we needed to invent new systems to handle load patterns that we had never dealt with before." So will Facebook users take to live commenting? That remains to be seen. It's possible that only the most devoted members will take advantage of the feature, while more casual users-those who visit the site occasionally a few times a day (or less)--won't find it very compelling. "Love the idea! But honestly, I didn't expect comment to be real time. Because I only check my Facebook feeds at most once an hour. I am not expecting to use fb as a communication tool such as MSN," writes user Zhang Yunqiao in the comments section of Deeter's blog. How about it, Facebook fans: Will you "Like" live commenting? Contact Jeff Bertolucci via Twitter (jbertolucci) or at jbertolucci.blogspot.com.
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CIO
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Five months from now, President George Bush and Sen. John Kerry will wage their final battle for the White House. The race will ultimately be decided by which candidate (and which party) can mobilize more of its supporters from the time the voting booths open at dawn on the East Coast until they close in Hawaii 19 hours later. And who does this best depends on IT. In this years presidential election, political operatives are relying more than ever on CRM-type systems to comb voters histories and demographic data to find those supporters who will vote for and perhaps contribute to their cause. To paraphrase James Carville, "Its the database, stupid." Both parties have invested millions in central, state-of-the-art data warehouses, data mining software and Web-based user interfaces, creating arsenals of marketing tools that rival those of large corporations. The Republicans, who started building this capability in the mid-1990s, got a jump on the Democrats, who have raced to catch up since 2000. By their own admission, the Democrats still lack some of the capabilities that the GOP already has in place, including the ability to give every field worker in every state online access to voter information. However, says Laura Quinn, managing partner with QRS Newmedia, who developed the Democratic National Committees post-2000 IT strategy, the Democrats couldnt think of winning without the investments the party has made to date. Regardless of whos ahead at this particular juncture, the party regulars agree on one thing: The 2004 presidential race may well hinge on how the donkey and the elephant use IT. Mass Media Burnout Candidates for national office and their respective parties spend fortunes to market themselves to voters through television, mailings, telemarketing and door-to-door canvassing. Bush spent 186 million to win his first term in 2000, while Gore spent 120 million, according to the campaign finance website OpenSecrets.org. Just like corporate marketers, political persuaders want to spend their money most efficiently by targeting people most likely to vote for their candidate. "Politicos are fond of saying that a campaign is a one-day sale," says Carol Darr, director of the Institute for Politics, Democracy and the Internet at The George Washington University. If a candidate cant get people to the polls on that day, hell be out of business. Operatives want to focus their firepower on two groups of voters: Those who (like a companys highly valued customers) are already in their camp, and those who (because of their views and preferences) can be won over. According to a poll published in March by the Pew Research Center for the People and the Press, undecided voters account for 29 percent of the electorate, but a mere 6 percent are truly on the fence. Most already lean toward either Bush or Kerry, but still need to be persuaded. According to a recent analysis by the Los Angeles Times, the presidency will probably be decided in a dozen or fewer swing states?including Florida, Ohio and Pennsylvania?that in 2000 chose either Bush or Gore by margins of 6 percent or less.Page 2
Before radio and television, every campaign depended on personal contact with voters. The most important investment a campaign made was in shoe leather. "People would show up on the doorstep," says Laurie Moskowitz, a consultant who ran field operations for the Democrats in 2000. But in the 1960s, the mass media began to interpose itself between campaign and voter, particularly in national elections. Candidates, advised by a growing mob of media consultants, tailored their messages for TV and built campaign strategies around advertising markets. They used consumer and census information to target voters by demographic slices?middle-class white men, African-Americans, suburban soccer moms and so on. "There was a de-emphasis on old-fashioned, grassroots campaigning," says James Gimpel, a political scientist and voter behavior expert at the University of Maryland, who consults with Republicans on how to use demographic data. This media-focused strategy resulted in sweeping demographic slices, which led to homogenized messages that failed to inspire a lot of voters. Consequently, they tuned out. Between 1952 and 1972, 60 percent or more of the electorate regularly voted for president. But since 1972, the turnout of eligible voters for presidential elections has reached 60 percent only once, when Bill Clinton was elected in 1992 (60.6 percent of eligible voters went to the polls that year). Voters, sophisticated in the ways of mass marketing, "find it easy to blow off slick advertising," explains Gimpel. Virtual Shoe Leather Today, technology brings campaigning full circle and reintroduces shoe leather?virtually. Modern relational database technology makes it easy to compile an unprecedented amount of information about voters that can be used to create customized messages. From local election records, the campaigns can access data on party affiliation, age, gender and how often someone votes. From the census and polling, they can derive information about race, household income and family status. The Internet and fast, inexpensive servers enable the state parties and campaign operatives to keep millions of records current in near real-time. And with that data, Web-based tools allow campaigns to segment voters quickly and efficiently so that campaign workers can make on-the-spot decisions about where to advertise, whom to call or e-mail, which doors to knock on and what messages to send. Last year, Kerry, Sen. John Edwards, Howard Dean and others campaigning in Iowa shelled out 65,000 each to the state Democratic Party for a database of 1.8 million Iowa voters (under campaign finance laws, candidates and party organizations dont get anything for free; they have to pay for each others services).Page 3
The Kerry campaign used the Iowa data to good effect. John McCormally, communications director for the Iowa Democratic Party, says Kerrys field workers used the states database, combined with public records on who gets veterans benefits, to identify 100,000 veterans and their spouses, whom they later contacted by going door-to-door, calling them on the phone or sending literature. Veterans gave Kerry critical support to win the Jan. 19 Iowa caucuses. "Four days before, Kerry was not ahead," notes McCormally. "Even the day beforehand it was close." Republicans used IT to much the same advantage in 2002. Steve Ellis, director of network and online services for the Republican National Committee, says that the partys then-newly deployed Voter Vault?a set of online data segmentation tools?provided "a marginal but critical increase in turnout and support" for Republicans that year. For the Democrats, detailed online voter data in 2002 helped Arizona Attorney General Janet Napolitano win the race for governor against former Rep. Matt Salmon. Moskowitz, who ran Napolitanos field operation while working for FieldWorks, a political consultancy, used information from the DNCs DataMart (what the Democrats call their national voter database) to build a model of Arizona voters and polled them to gauge their support for Napolitano as well as their views on key issues. Moskowitz found three groups who might be leaning toward a Democratic governor: elderly Republican men; married, independent women; and single, rural women. Based on voters answers to the poll questions, the campaign sent two different messages: The Republicans and independent women (who seemed concerned about leadership) heard about Napolitanos ability to make tough budget decisions as attorney general, while the rural women (who cared about Napolitanos personal values) were told her life story. Any time field workers collected new information about individual voters, they reported the updates to the Arizona Democratic Party, which used the data to refine its targets for its get-out-the-vote drive. One analysis of previous voter turnout data revealed low participation rates in some neighborhoods of Tucson, traditionally a Democratic stronghold. So in the two weeks leading up to Election Day and on the day itself, the party sent more field workers door-to-door. Arizona Democratic Party chairman Jim Pederson says this strategy resulted in a 65 percent voter turnout in the Tucson area, compared to 56 percent statewide. A little more than half of the voters Arizona Democrats personally contacted (either in door-to-door visits or by phone) filled out a ballot.Page 4
The GOP Head Start The Republicans began working on an integrated national voter database nearly a decade ago, a full six years before the Democrats. Like other technology-related campaign innovations that the party pioneered, such as telemarketing and direct mail in the 1980s, the decision reflected an ongoing business problem. Republicans tend to live in suburban and rural areas, which makes door-to-door campaigning expensive, says University of Marylands Gimpel. As a result, he says the Republicans pretty much abandoned local grassroots organizing as far back as the 1960s and sought instead to pool more of its resources at the national level. Ellis, the GOP technology director, says the idea of creating a national voter database (known internally as the voter file) percolated for years, but party officials thought the cost to maintain and track records on 168 million voters was too high. Then, in the mid-90s, the price of processing power and storage dropped enough to make the project cost-effective. In 1995, the RNC convinced state party leaders to share their voter lists by offering to share the costs of collecting and maintaining the data?the main source of which is voter registration and turnout records from local governments. The states collect the data, which comes in every format from paper poll books to floppy disks to tapes, and turn it over to the RNC. Then, says Ellis, the RNC compiles it and sends it to a vendor who cleanses it by matching it with a database of valid addresses from the U.S. Postal Service. When the data comes back, each voter is assigned a geography-based code thats used to link their record to census information about the same address. As the Democrats did in Iowa, the RNC enhances the file by contacting independent voters and asking them questions that gauge their support for Republicans, such as whether theyve voted for the GOP in the past or what they think about an issue. Ellis says the RNC has unlimited access to the database for its fund-raising and campaigning efforts, while the state parties control access by everyone else. Creating the database and putting it online through a portal created immediate efficiencies when it came to generating mailing and telemarketing lists. But the full power of the system is realized by the field workers for the RNC, state parties and GOP candidates. The Voter Vault interface allows these operatives, many of them volunteers, to generate lists of target voters on the fly, right up until the polls close on Election Day. Because the database is updated on a rolling basis, operatives have a much better chance than they used to of hitting the right targets?voters they can persuade to go Republican. The detail available in the file about each voter helps operatives tailor a personal pitch.Page 5
Ellis contends the Republicans head start and their cumulative investment in data quality over nearly a decade will make the difference for Republican candidates this fall. Democrats Play Catch-Up The Democrats beg to differ. After Al Gore won the popular vote but lost the 2000 election, the DNCs postelection competitive analysis identified the lack of an integrated voter database as one of the major operational differences between the two parties, according to QRS Newmedias Quinn. By 2002, the party had invested 3 million dollars in a new IT infrastructure with the national voter database (the DataMart) at its core. In its operation, the DataMart is similar to the GOPs voter file: Its a relational database that links voter registration and turnout records with census information and whatever other data the party can collect. The state parties provide their data (largely from local election records) to the DNC using a set of XML standards for data exchange. The DNC outsources the data cleanup, then makes it available to the state parties, who in turn allow password-protected access to campaign operatives for state, local and congressional candidates. One shortcoming of the Democratic effort so far is the lack of online tools (such as the Republicans have) that allow party operatives in every state to more easily segment voter data. However, by accessing a secure DNC website, such tools are available to DNC campaigners and Kerrys field workers?putting the Kerry campaign at technological par with Bush. But 14 states still keep their data on a server that isnt connected to the Internet, which could make a difference for other Democrats on the ballot. The biggest benefit for the Democrats is that for the first time, the national and state parties are working from the same data, says Moskowitz. She contends the Democrats can compete even if they dont all have access to the latest tools. Most major campaigns, and the state parties, have people on staff with experience using databases, she says, and these operatives dont need the user-friendly interfaces. But she concedes the importance of accessibility. "If you make [the data] more accessible, its more likely people will use it," she says, including volunteers in the field who arent expert data analysts. The 2004 Race The key to winning the presidency this year, predicts Moskowitz, will be how effectively the major parties and their candidates conduct niche marketing campaigns. "Its going to be mobilization of lots of small universes," she says. "This set of Hispanic voters in New Mexico, and that set of African-American voters in Michigan and nonmarried women in Pennsylvania. That is going to equal mass mobilization."Page 6
The expectation of both parties is that their investment in data at the national level will benefit a whole slate of candidates, not just the presidential contenders. "In developing resources on things like direct voter contact, that helps things across the board for the entire ticket," says the RNCs Ellis. Ellis is deploying wireless capability for field workers this year, so theyll be able to access the Voter Vault application with a PDA and download a list of voters to contact in their door-knocking campaigns. But he says his major initiative will be to update the millions of records in the database with the latest information about new voter registrations, and changes in address and voting history provided through local election records. Like the Republicans, the Democrats will also keep updating their records so that they have accurate lists in the critical days before the election.CIO
mdash;
Five months from now, President George Bush and Sen. John Kerry will wage their final battle for the White House. The race will ultimately be decided by which candidate (and which party) can mobilize more of its supporters from the time the voting booths open at dawn on the East Coast until they close in Hawaii 19 hours later. And who does this best depends on IT. In this years presidential election, political operatives are relying more than ever on CRM-type systems to comb voters histories and demographic data to find those supporters who will vote for and perhaps contribute to their cause. To paraphrase James Carville, "Its the database, stupid." Both parties have invested millions in central, state-of-the-art data warehouses, data mining software and Web-based user interfaces, creating arsenals of marketing tools that rival those of large corporations. The Republicans, who started building this capability in the mid-1990s, got a jump on the Democrats, who have raced to catch up since 2000. By their own admission, the Democrats still lack some of the capabilities that the GOP already has in place, including the ability to give every field worker in every state online access to voter information. However, says Laura Quinn, managing partner with QRS Newmedia, who developed the Democratic National Committees post-2000 IT strategy, the Democrats couldnt think of winning without the investments the party has made to date. Regardless of whos ahead at this particular juncture, the party regulars agree on one thing: The 2004 presidential race may well hinge on how the donkey and the elephant use IT. Mass Media Burnout Candidates for national office and their respective parties spend fortunes to market themselves to voters through television, mailings, telemarketing and door-to-door canvassing. Bush spent 186 million to win his first term in 2000, while Gore spent 120 million, according to the campaign finance website OpenSecrets.org. Just like corporate marketers, political persuaders want to spend their money most efficiently by targeting people most likely to vote for their candidate. "Politicos are fond of saying that a campaign is a one-day sale," says Carol Darr, director of the Institute for Politics, Democracy and the Internet at The George Washington University. If a candidate cant get people to the polls on that day, hell be out of business. Operatives want to focus their firepower on two groups of voters: Those who (like a companys highly valued customers) are already in their camp, and those who (because of their views and preferences) can be won over. According to a poll published in March by the Pew Research Center for the People and the Press, undecided voters account for 29 percent of the electorate, but a mere 6 percent are truly on the fence. Most already lean toward either Bush or Kerry, but still need to be persuaded. According to a recent analysis by the Los Angeles Times, the presidency will probably be decided in a dozen or fewer swing states?including Florida, Ohio and Pennsylvania?that in 2000 chose either Bush or Gore by margins of 6 percent or less.Related articles:
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Network World
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Following a heavy patch month in February, Microsoft (MSFT) Tuesday announced a lighter load of security bulletins for its users, but security experts say the potential impact is considerable if vulnerabilities aren't addressed. The Patch Tuesday Survival Guide Microsoft patches Excel, XP, Vista, W7, Virtual PC; leaves others holes alone "Even though it is a slower month, it is still important to remember that these bulletins should be researched because next time it could be highly publicized vulnerabilities with IE," says Jason Miller, data and security team leader at Shavlik Technologies in St. Paul, Minn. Microsoft released two security bulletins to address eight vulnerabilities in Windows and Microsoft Office, one specifically that impacts Excel, which security experts say could affect many businesses considering how frequently the application is used. The bulletins will impact fewer machines, almost avoiding all servers unless SharePoint Server 2007 is installed, because they affect client Windows operating systems and Microsoft Office. Yet with Excel being commonplace in most companies, systems will need to be addressed. "MS10-017 should be addressed first on your network," Miller says. "Microsoft Excel is big in business and most people are going to want to take a look at this. If you download this or get it through an e-mail, it could cause remote code execution, meaning an attacker would be able to take control of your system." According to Paul Henry, security and forensic analyst for Lumension, MS10-017 resolves "seven privately reported vulnerabilities in Microsoft Office Excel." Henry adds that an experienced hacker could gain the same rights as the local user, but "users whose accounts are configured to have fewer user rights on the system could be less impacted than users who are operating with administrative user rights." The second bulletin, MS10-016, involves Microsoft Producer 2003, which is not as commonly used as Excel. The vulnerability could also enable remote code execution, but it should be noted, Miller says, that Microsoft is not providing a patch for this vulnerability and is instead recommending the component be uninstalled. "Microsoft not providing patches for known software vulnerabilities has become more common over the patch 12 months. This is a great example of why administrators should take time each month and research the information associated with each bulletin. Simply blindly pushing out patches does not necessarily make your network secure," Miller says. For instance, Microsoft also issued Security Advisory 981374, which affects Internet Explorer 6 and IE 7. Microsoft is continuing to investigate the "targeted attacks seeking to exploit this vulnerability," but the company did not issue a patch yet. Because IE 8 is not impacted, Microsoft recommends users upgrade to IE 8, even as the company begins to share details around IE 9. 160;"We will continue to monitor the situation and take the appropriate action to protect our customers, which may include providing a solution through our monthly security update release process, or an out-of-band security update, depending on customer needs," according to Microsoft. "In the interim, it is recommended that customers using Internet Explorer 6 or 7, upgrade to Internet Explorer 8 immediately to benefit from the improved security features and defense in-depth protections" Do you Tweet? Follow Denise Dubie on Twitter here.160; Read more about wide area network in Network World's Wide Area Network section.Related articles:
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CIO
mdash;
By John Baldoni The project had hit the wall. The harder the team pushed the less the wall moved. In fact, it seemed to be tipping backwards, threatening to crush everyone underneath. The wall is of course a metaphor for the intractable forces that so many teams find themselves up against when developing a new product, initiating a new release or implementing a process upgrade. Teams do not like to confront walls; managers like it even less. Obstacles are factors that all managers face and how you face them is a measure of who you are as a leader. Most managers deal with the external obstacles very wellthe assembly of a team, the marshalling of resources and the lobbying for supporthowever, many managers fare less well on the internal sidedealing with difficult people, sudden challenges or even personal setbacks. These obstacles exact a toll on the psyche. While commitment to the enterprise is laudatory, managers must be careful not to take things too personally. Internalization leads to a build up of stress as well as the formation of another wallone between manager and staff. Instead of reaching out, managers under duress either lash out at others, or seal themselves off. Either instance can be costly, not only to the project, but to the manager himself. Call in a coachWhen this happensand it does every day in every kind of organizationwhat can you do? More and more companies are turning to executive coaches to help their managers not only deal with challenges, as described, but more importantly to develop their talents and skills so they can become better contributors and improved leaders. Management today is coaching; it is about bringing out the best in others, but managers, too, may need assistance. Some managers may be resistant to coaching from an outside source because they feel as if they are being called on the carpet for some deficiency. Actually the opposite is true. Companies invest in coaches because they believe so strongly in their people they want them to succeed. Few organizations will hire a coach for someone who is on his way out the door; they invest in coaches to help people move up the ladder and most importantly stay there! The question of when to hire a coach arises first. Executive coach Mark Sobol employs the 5 whens approach. According to Sobol, who is based on the West Coast and specializes in global strategic change issues, coaching is indicated by one or more of the following: one, when executives believe they need the insights and objectivity of someone outside the system; two, when they are seeking new pathways to success; three, when they are questioning their definition of success; four, when they are transitioning to a new role of increased responsibility; or five, when the skills that have served them so well in the past are increasingly less effective in the present environment.Page 2
Coaching is fundamentally about change, says Marsha Connolly of Conscious Learning, based in New Jersey. You should consider hiring an executive coach when you want a disciplined process that will provide you with the opportunity to create a detailed strategy for change, gain ongoing feedback, make corrections and measure your progress. Connolly adds, A good coach will set up a structure that works for you and can keep you on track. Knowing when and how to use an executive coach is important. Here are some suggestions for what you can expect a good coach to do and how you can leverage the experience for lasting impact. Know the organization. Executive coaches help managers address and improve behaviors that will increase compatibility as well as productivity. Communication is a frequent topic of coaching, as are delegation, recognition and even motivation. However, coaches must understand the organization in which the manager is working. What is appropriate for one organization may not be appropriate for another. For example, asking a manager to delegate more is fine but if the people in the organization are not prepared to assume authority, an issue of responsibility arises. The coach must help the manager prepare her people to assume more leadership roles. Thus knowledge of the culture is essential. The manager may be the client but the coach works for the organization; he is helping the manager perform better for her own sake as well as the sake of the organization. Click together. Coaching is a relationship. There must be chemistry between a coach and manager. The coach must be open, approachable and empathetic. If the manager does not feel this connection, then stop. To work toward performance improvement you need to trust your coach, and trust begins with an ability to connect with someone. Understand you. Coaching engagements begin with assessments. They may be personality based like Myers Briggs, or behavior based like a 360 evaluation. Such assessments are starting points, snapshots of an individual. Many coaches augment assessments with interviews with supervisors, colleagues and employees. Assessments present information that usually gets to challenges or developmental issues in a way that one-on-one interviews may not uncover, says Tom Crane, a San Diego based executive coach and author of The Heart of Coaching. [Assessments] are really important to include as part of the due diligence invested up front in the engagement. Assessments give the coach a good feel for who you are and what you can do. From there you build a relationship focused on enabling the manager to succeed. While the coach is paid by the company, ethics dictate that what occurs during a coaching session remains confidential. Otherwise there can be no trust. Guide, not dictate. In a successful coaching engagement the executive coach serves as a guide, not a dictator. For example, say you want to improve delegation skills. The coach must find out why the manager is not delegating first, and then find ways to encourage the manager to delegate. The coach can provide some ways to encourage delegation but it is ultimately up to the manager to take ownership of the behavior. The role of the coach is to make suggestions that the manager comes to regard as important and therefore necessary to implement. Furthermore, says Crane, It takes great self-restraint to observe or witness challenges and coachee blind spots and not rush in with the answer. He advises, It is far better to ask the right set of questions that cause self-reflection on behalf of the coachees, so they can discover their own answers. Know when to say when. Typical coaching engagements last six months but may extend for longer periods. Coaching is a service; when the job is done, the coach is done, says Connolly, who has keen insight into coaching from both sides of the engagement. She makes this analogy, If you hire a painter to paint a room in your house, the painter should ensure that the paint has dried appropriately, that the color is right, that it wont crack or peel and that you are satisfied that the room now looks the way you wanted it to look. Of course, she adds, You can always bring him back to paint other rooms, or in the case of coaching to change another behavior. Managers have to resist the temptation to over-rely upon a coach, or cede decision-making. Sobol advises establishing two parameters. First, every engagement should be sharply focused and defined as well as measured for success. Second, a series of engagements is appropriate only if the clients capabilities are continuously and visibly being built. Measure success. Coaching must be specific. You select one behavior at a time to work on. Take communications. The challenge may be to encourage the coachee to be a better listener. After a period of time, say six weeks or three months, find out how his listening has improved. You can do that by asking those he manages as well as those he reports to how well the manager is listening. Their feedback is essential to development. From there you move to something else or refine the behavior further.Page 3
Coaching limitsTaking ownership of the coaching process is critical to the success. Highly performing managers want an edge that will enable them to get to the top of their game and stay there. And that is one reason that executive coaching is catching on. Most often managers have what they need to succeed; its a matter of self-discovery and self-application. Thats where a coach can help. As Sobol puts it, The role of a coach is to listen more than talk, discern rather than judge, and to shine a light when its hard to see the way. Frequently the coach will provide insights into self that will lead managers on a leadership path; that is, they will learn to leverage the talents and skills of others to become more skilful managers and more committed leaders. So much of leadership is about putting others in a position to succeed. Which is exactly what coaching is all about. John Baldoni is a leadership communications consultant who works with Fortune 500 companies as well as nonprofits including the University of Michigan. He is a frequent keynote and workshop speaker as well as the author of six books on leadership; the latest is How Great Leaders Get Great Results. He invites readers to visit his leadership resource website at www.johnbaldoni.com. Editors note: Youre invited to join Johns free webinar presentation on How Great Leaders Get Great Results, February 8 at noon EST. Sign up now.CIO
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By John Baldoni The project had hit the wall. The harder the team pushed the less the wall moved. In fact, it seemed to be tipping backwards, threatening to crush everyone underneath. The wall is of course a metaphor for the intractable forces that so many teams find themselves up against when developing a new product, initiating a new release or implementing a process upgrade. Teams do not like to confront walls; managers like it even less. Obstacles are factors that all managers face and how you face them is a measure of who you are as a leader. Most managers deal with the external obstacles very wellthe assembly of a team, the marshalling of resources and the lobbying for supporthowever, many managers fare less well on the internal sidedealing with difficult people, sudden challenges or even personal setbacks. These obstacles exact a toll on the psyche. While commitment to the enterprise is laudatory, managers must be careful not to take things too personally. Internalization leads to a build up of stress as well as the formation of another wallone between manager and staff. Instead of reaching out, managers under duress either lash out at others, or seal themselves off. Either instance can be costly, not only to the project, but to the manager himself. Call in a coachWhen this happensand it does every day in every kind of organizationwhat can you do? More and more companies are turning to executive coaches to help their managers not only deal with challenges, as described, but more importantly to develop their talents and skills so they can become better contributors and improved leaders. Management today is coaching; it is about bringing out the best in others, but managers, too, may need assistance. Some managers may be resistant to coaching from an outside source because they feel as if they are being called on the carpet for some deficiency. Actually the opposite is true. Companies invest in coaches because they believe so strongly in their people they want them to succeed. Few organizations will hire a coach for someone who is on his way out the door; they invest in coaches to help people move up the ladder and most importantly stay there! The question of when to hire a coach arises first. Executive coach Mark Sobol employs the 5 whens approach. According to Sobol, who is based on the West Coast and specializes in global strategic change issues, coaching is indicated by one or more of the following: one, when executives believe they need the insights and objectivity of someone outside the system; two, when they are seeking new pathways to success; three, when they are questioning their definition of success; four, when they are transitioning to a new role of increased responsibility; or five, when the skills that have served them so well in the past are increasingly less effective in the present environment.Related articles:
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