Friday, July 30, 2010

Conversations worth having

(L to R) Rachel Valdez, Beto Yarce, Murthy Kalkura, and Gil Gido

Last night at Tutta Bella on Stone way NAAAP Seattle and the National Society of Hispanic MBA's (NSHMBA) hosted a conversation with local entrepreneurs and members sharing the Secrets of Success.  I had a front row seat since I  had the priviledge of moderating.  On the panel were business owners: Beto Yarce of Cintli; Rachel Valdez of 16 Copenhagen; and Murthy Kalkura of 4AM Corp.
 
My overall experience from walking in the door to leaving can only be described as time well spent. Many who came either had a business or had an interest in knowing what it takes to start and run a business and this brings me to why I am writing - conversations. Conversations, I believe are key ingredients when it comes to running a business and even more so, leadership. Conversations can either be worth having or not having.  For me, those not worth having don't convey action. In fact, conversations lead to some result in business; for example, starting a business. They can end in no, maybe or what we would all like to hear, YES! It seems simple enough, but yeses move businesses; so as an entrepreneur, it's important to know when you are having a conversation that will lead to a yes. For example, yes, to a sale; yes, to accepting a new contract; and yes, to opportunity.
 
So what else can lead to a yes?  Well, I overheard and was engaged in many conversations last night and each had an element of authenticity, passion and free exchange of thought. There seemed to be no judgements or disinterest that I heard. As an entrepreneur, you get skilled in being authentic, passionate and inclusive and you start listening for opportunities that you can yourself use or pass onto your friends, clients and collegues. For me, it surely is a different experience when hearing, no, right?
 
Great! Since I want to provide you with short and timely information that you can use now, I'm going to end here. I know that I can't cover everything in this post. So, if you want to know more on having conversations that lead to yes, then you'll want to hear what Jack Canfield, a well-respected success coach, says, "it all starts with asking." http://www.facebook.com/note.php?note_id=403944388995


With that, I want to give a special thanks to Christine Chen Velazquez of Chen Communications, Geraldine Rodriguez of NSHMBA and Hang Chen of NAAAP Seattle for organizing the event and giving folks an opportunity to have conversations worth having.
 
Regards,
Gil Gido
NAAAP Seattle
President

Friday, July 23, 2010

Who moved my cheese?

Leaders are agents of change. They look at change in a positive light responding to the needs of their organizations to grow and be successful.  And they are really good at managing change, too, ensuring those impacted will understand and accept the benefits of the change.  Now if you are undergoing change and need some information on dealing with change, you will want to read, "Who Moved My Cheese?"  It's a really great primer on change.



Visit the Red Tree Leadership and Development website for more: http://www.redtreeleadership.com/whomovedmycheese/

Regards,
Gil Gido
NAAAP Seattle
President

Monday, July 12, 2010

NAAAP President, Brad Baldia, visits Seattle members

NAAAP Seattle Summer Picnic (l to r) Claire Ding (Secretary), Lloyd Hara (King County Assessor), Bob Hasegawa (11th District House Representative), Gil Gido, Vanessa Diego (member), Brad Baldia (NAAAP President)

Brad Baldia, NAAAP's President based out of Philadelphia, paid us a visit making a special appearance at our annual member appreciation and membership drive picnic at Lake Boren park. His day-long visit was packfilled with meetings and phone calls including meetings with potential speakers and sponsors. Luckily for him, Seattle showed him alot of sun :).

Being President takes alot of preparation, you know, and from my witnessing of his actions, Brad's qualified. Brad's background includes attending The Hill School, an elite private boarding school in Pottstown, PA; receiving a  BA in English and Biology from Bucknell University and a Masters in Public Health from Temple University. In 1995, Brad served as a White House Intern in the Office of Presidential Personnel.

He currently works as the Director of the Southeast Philadelphia Collaborative. In addition, he works extensively with Asian community organizations on a local and national level, such as the Philadelphia Mayor’s Commission on Asian American Affairs and the National Association of Asian American Professionals (Brad is Founding President of the Philadelphia Chapter and was elected in August, 2006 as Executive Vice President of NAAAP National and National President & Chairman in August, 2008).

At the picnic, Brad spoke to our members on the benefits of being a NAAAP member and showed the bigger vision of NAAAP.  At the end of it all, it was exciting to have him here at least for a day and we wish his return soon.

Read about the event at the NAAAP Seattle Blog: http://naaap-seattle.blogspot.com/2010/07/politicians-presidents-and-butter-miso.html

Regards,
Gil Gido
NAAAP Seattle
President

Friday, July 9, 2010

Leadership on the Colorado River


In the Fall of 2007, I flew down with 12 of my friends to Prescott, Arizona for a 21-day rafting and kayaking trip down the Colorado river through Grand Canyon National Park. The off-peak timing of our trip ensured privacy and solitude. We were alone. And unlike any other place on earth, cliff bands surrounded the banks and turns of the Colorado river.

We rented four inflatable rafts and two kayaks and packed them full with our gear as well as a 21-day supply of food and water. Knowing the raft could be subject to turbulence, each piece was tied down securely. The safety of the crew was a priority, so my friend Randy Johnson, a certified swift water rescue instructor, took a leadership role in the event one of our rafts flipped. Our ages ranged from the youngest being twenty-five to the oldest being sixty. In our midst we had qualified raft guides but equally we had novices and recreationalists, like me, on the trip.

With paddles in hand and our life jackets on, we set out in the early afternoon. Our two kayakers led the way scouting for rapids. In the first part of our trip, the waters lay still, so we paddled hard to move our rafts and took in the beauty and peacefulness of our surroundings. It was when we bonded. We laughed and made jokes, even about the unmentionables, like flipping the raft and if we flipped who would we save if we couldn’t save everyone? Seriously, everyone agreed that saving everyone was of utmost importance. Besides, the waters were cold measuring 50 degrees Celsius and dying a cold death and drowning was not anyone’s first choice of going out.

We passed Deer Creek and Black tail Canyons, where the rocks jutted out casting shadows along the river and then we passed Cosmic Chair Canyon, where it gets its name from a rock with Indian engravings.

A few hours had gone by before we even hit our first rapid. The Bedrock rapid as this one was called was 30 feet at its widest and about 200 feet long and categorized as a Class 3 (medium) rapid. A rapid is a shallow section of river where the water takes a steep decline on bedrock increasing in velocity and speed. This bedrock is resistant to erosion and large rocks litter the pathway. If the speed of the rapid is fast enough it can create white-colored caps on the water called whitecaps. At the top of a rapid, there is usually a stopping point and this is what we did. At the bottom of a rapid, there is usually a pool of water, deeper and still.

Getting through a rapid is strategic. A plan must first be created to ensure everyone’s safety. Randy, one of our kayakers, was chosen to be the first to go through since the kayaks are more maneuverable and since he had a lot of experience. He and our other kayaker made several runs to make sure the path chosen was the right one. As soon as we chose an appropriate path, the rafts, one-by-one, took their turn going down the rapid with the kayakers at the bottom and flank of the river. Since there were four rafts, the more experienced rafters were placed in 1 and 4 positions going through and the less experienced rafters in positions 2 and 3.

I was in the 2nd raft and paid full attention to how raft 1 went through. I studied how well the 1st raft paid attention to the recommendations the kayakers made. The plan was to bank left and then right and right again. At the last 40 feet, they should turn left and then straight avoiding any rocks in their way. There was a 5 foot drop where the water was the fastest and that scared me a bit. It would be the spot where a flip would most likely happen if it should.



There was a silence of concentration within the first raft. It didn’t take much paddling from the crew as the rapids took over. They used their paddles to steer and control their speed. They used their body weights shifting them within the raft to aide in their maneuvering. In less than a minute, the 1st raft made the left bank and quickly following to make two right turns. They took the 5 foot drop with ease. Cold water splashed all over the raft and they made their last turn at the 40 ft mark and eased into the still pool at the bottom. From the top of the rapids, I could hear a yelling of elation and victory. The first raft made it safely and with paddles in the air.

Our turn was next. We had four people in our raft, which gave us more weight. Yang, our raft’s leader, shouted, “GO! Go now! Go to the left!”

“Great! Now Gil, at the two right turns, lean your body out over the edge and stick your paddle into the water so we can make the two right turns. Ok?” He asked. I nodded. “Good. Do it now!” At that moment I did and we made both right turns leading to our drop. Yang shouted, “At this drop, I want everyone to lean forward ready to put your paddles back into the water!”

“Ready?”

“Lean forward! Now! “

The drop left my stomach up five feet up but we did it and were close to the finish. We stuck our paddles back into the water and paddled to the bottom of the rapid. With the same exuberance as the first raft, we yelled and screamed for victory. But the victory wasn’t complete – it wouldn’t be until rafts three and four came through the chute, so we sat at the bottom and waited.

I knew what they were thinking though. The thoughts came through my head just moments before. Shouts and laughter came with each raft meeting at the bottom. The last kayaker, having already gone through the chute ran through one last time as if to claim victory over the rapid. We welcomed him back to the group to continue with our journey.

We set up camp that evening at a place natives called the Sun because in the morning the sun will come out gloriously than the day before. We sat in front of our campfire celebrating today’s rapids and looking forward for more. We laughed and shared a most celebratory toast to victory on the Colorado.

Regards,
Gil Gido
NAAAP Seattle
President

Saturday, July 3, 2010

Pivoting on People, Process, or Tool.

If you're like me, you're probably sitting on a problem right now. They're all around us. It's a natural occurrence in life.  Now what I'd like to offer you is a simple, yet effective means to problem solve and help you start thinking differently about your approach to problem solving.  And I say, "simple," because as you know the answer to the age old question of "how do you eat an elephant?" is not all at once, but rather a "bite at a time."

Once you realize you have a problem, you're going to size it up determining what's the impact to you and others and start thinking about solutions.  You're going to see if you've experienced a similar problem or if this problem is completely new. (Of course, I like the new problems :) )  You'll also start to think about what it'll cost and how much time you need. You'll also ask yourself, "what will it look like when the problem is solved?" Moreover, problem solving requires Creativity, Communication, Commitment, and Critical thinking --- the 4C's as I like to call them.

Starting to solve a problem is I think the most difficult part. At this point, your canvass is usually quite big with so many options to choose from, so what you can do is pivot on three areas: People, Process, or Tool.  This actually narrows your options very quickly. For example, when your problem deals with People, you can immediately take your problem to the person (s) that is (are) the cause of the problem, even if it might be you. Likewise, when your problem deals with Process, you can immediately review it and see if there are opportunities to make improvements. And when your problem deals with a Tool, you can immediately determine whether to fix, improve, eliminate or substitute it.

When you've identified the area you want to focus on, you will want to set goals and create a plan to solve (or resolve) it. I suggest you have many conversations with people to see what they think about your plan, too. You'll soon see your plan take shape building momentum. Continue then to take action on your plan. If you need additional resources, ask for them within your organization. If you hit a barrier (another problem) rethink your plan and again pivot on People, Process, and Tool. Before long, you'll have a resolution to your problem.   (If you want to know more about planning, then I've written about it in an earlier blog called, "Structures For FulFillment." You can read more about it there.)

In summary, I think problems can be difficult, but problems shouldn't necessarily be seen as a bad thing. As we grow and develop, we're likely to take on bigger problems that are matched up with our skills to solve. If you're not solving a problem matching your current skills, then you might consider taking on a bigger, more complex problem. If you've been tackling a problem for awhile now and haven't come up with a solution, give this approach a try.  See for yourself how quickly you can get past a point where you've been stuck.

Regards,
Gil Gido
NAAAP Seattle
President