< PreviousFIG 1TRIBALNETONLINE.COMFEATURE COLUMN |TRIBALNET30 | SPRING 2017VENDOR MANAGEMENTACHIEVING INNOVATION THROUGH EFFECTIVE VENDOR MANAGEMENTLARRY FRETZEXECUTIVE ADVISOR & GAMING & HOSPITALITY PRACTICE LEAD INFO-TECH RESEARCH GROUPExecutive stakeholders expect more than operational excellence from IT and while innovation is a frequently used word and somewhat ambiguous concept, it’s defined as (1) the introduction of something new and (2) a new idea, device or method. From a technology perspective, this is often interpreted as improvements in IT-enabled business productivity, efficiency and guest experience. From an executive stakeholder approach, innovation often entails the creation of new markets or services by discovering new categories of customers. Taking these perspectives into consideration, innovation can then simply mean the generating of ideas and solutions to solve well-known business problems or the problems no one is talking about that positively impact the business.Since IT is typically on the leading edge of new technology awareness and is involved in the enablement of many business capabilities and processes, IT is uniquely positioned to be a key source of innovation. IT’s failure to innovate can decrease the perceived value of IT and result in the perception as a utility’ provider. To achieve this, organizations must overcome obstacles such as: the prevalent lowest cost provider vendor and strategic sourcing mindset, the lack of IT resources and capabilities, limited organizational and IT agility or execution ability, the real fear of personal and professional blow back of job loss from failed projects and missed vendor targets, real or perceived regulatory barriers and complexity, bias towards internal innovation (not invented here), competing product roadmap priorities, and placing con icting objectives on vendors.To overcome these obstacles and realize benefits requires a significant shift in a company’s internal culture and approach to managing vendors. If managed successfully, collaborative vendor innovation can produce profitable growth. Build and Organize Vendor Management for Success People and vendors have always been key components within IT; however, in light of an innovation mandate, they have become indispensable. Take into account two key aspects of your organization: the level of business autonomy and whether you are working with a dynamic or commodity-based business model. If your organization is highly autonomous and dynamic, it makes sense to situate your vendor management function within a business unit. If your organization has low business autonomy and is a commodity business, it might work better to situate vendor management Furthermore, through Info-Tech’s CIO Business Vision, Info-Tech has asked over 21,300 business stakeholders to rate their satisfaction with twelve core IT services and while, on average, IT Innovation Leadership receives low importance ratings from the business, innovation leadership has an 87% correlation with the level of overall satisfaction with IT and an 85% correlation with the perceived value of IT (Figure 1). This effectively illustrates the demand for IT-led innovation across the organization. Given common obstacles to IT-centric innovation including a lack of alignment between IT and the business, poor culture for innovation, lack of sufficient IT resources and limited organizational and IT agility or execution ability, how can IT succeed and meet the innovation mandate? While there are several proven approaches and vehicles for innovation, an often-overlooked approach is the leveraging of external partnerships to drive innovation.Every organization is dependent on vendors that support critical business functions. While every organization will have a different take on the roles and responsibilities of vendor management, it has traditionally focused on procurement with the primary goal of reducing and controlling costs. This often has the unintended effect of reducing the value of specific vendors to that of the transaction itself. That results in the sacrifice of sustained value and exposes the entire organization to poor business outcomes. A large percentage of organizations manage vendors in an informal, ad-hoc fashion, relying on the vendor to manage the relationship. The goal of vendor management should be to ensure the organization continuously obtains the best value from external providers while controlling exposure to vendor-related risk.FIG 2FIG 3SPRING 2017 | 31TRIBALNETONLINE.COM | FEATURE COLUMN TRIBALNETVENDOR MANAGEMENTAn entrepreneur, former gaming and hospitality CIO and now consultant, executive advisor, and speaker, Larry Fretz is the Gaming & Hospitality Practice Lead at Info-Tech Research Group helping IT and business leaders to realize the full potential of technology in their businesses. He can be reached at lfretz@infotech.comwithin procurement. In most cases, organizations land somewhere in the middle of these two spectrums with a recommendation of having vendor management leadership from within IT (Figure 2). Don’t take an ad hoc approach to managing a large and complex vendor portfolio; but, at the same time, don’t create a sophisticated Vendor Management Office (VMO) with a full-time staff to manage a handful of low maintenance, commodity vendors. Understand your Strategic and Commodity Vendor Portfolio When managed effectively, strategic relationships can deliver impressive returns and competitive advantage to both companies. By building strategic relationships, companies and their vendors can drive lower total lifetime costs while allowing vendors to profit. Few organizations can describe the implications of making a vendor strategic. Prior to engaging vendors, put together an inventory of vendors to help gain a clear understanding of the nature of each relationship. Calculate risk-exposures for the top 20 most important vendors and put into three to five groups according to the priorities of the organization, spend and business process criticality. Differentiate between commodity vendors and strategic partners (Figure 3) while creating distinct management plans for each vendor group. Shift the Procurement Mindset from Lowest Cost Provider to Profit Improving PartnerThe most important reason for involving vendors in innovation activities is to provide capabilities not available in-house, followed by reducing time-to-market and increasing product or service differentiation. While typical sourcing and procurement methodologies provide guidance leading up to execution of a vendor contract, once a contract is signed and the relationship moves forward, there is remarkably little clarity and definition around what management processes must be in place. Vendors are more willing to invest in and share innovative ideas and technologies when they have open and collaborative relationships with the companies to whom they provide products and services. Commitment to being a profit improving partner through long-term innovation requires organizations including vendors in business processes, sharing information in a timely manner, working with suppliers to improve their competitiveness and establishing win/win accountabilities and incentives for vendors that deliver business value through joint innovation and risk sharing. While these provide a solid basis for mutual confidence and a stable, trusting relationship, organizations can hinder the likelihood that vendors will innovate if they set conflicting objectives about what they want from the vendors. They also risk this outcome if they are too late, or too demanding when it comes to the specification and requirement challenges they need met. Finally, if companies expect suppliers to reduce their prices, then they also lessen the chances that suppliers will strive to partner and innovate.Introduce Systematic Innovation Management MethodsFinally, the need to establish common understanding of the company’s innovation goals and the areas in which vendors can assist is needed. This systematic innovation method requires a formal vendor innovation effort with its unique focus and priority. It is critical to identify how vendor partners will cooperate to reduce time to market and time to profit while adopting a common language of innovation ensures clarity of communication and understanding. This is also where organizations can address innovation methods around key activities such as investigating and identifying where trends, business process and innovation opportunities lie within similar or seemingly disconnected industries and markets outside of the core business. Clearly-defined interfaces and obligations set the basis for trust. Common experiences and successes further strengthen loyalty. For vendor partners that are not supporting the innovation strategy or delivering promised added value, it is time to modify their roles or replace them entirely. The need for innovation to occupy a key competency within strategic vendors is more critical than ever before because we live in a In a world of accelerated delivery life cycles, rapid paces of progress and technology convergences and require the ability to work seamlessly with vendors. As the innovation journey progresses, the problems and opportunities will become less obvious and solutions even less so. To realize the full benefits of innovation through vendor management, organizations need to agree on the desired outcomes of innovation and build the capabilities required to effectively manage the resulting vendor base by deploying VMO best practices. TRIBALNETONLINE.COMTRIBALNETAGENCY UPDATE |32 | SPRING 2017 FIRSTNETFIRSTNETAs I write, the First Responder Network Authority (FirstNet) has just launched an innovative public-private partnership with AT&T to deploy a nationwide public safety broadband network. This network will be prioritized for (and make broadband access available to) public safety when and where they need it. Are you getting the sense that this public-private partnership is unlike any other federal program? The approach we’re taking has never been attempted. Here’s what we do: 1. Partner with the private sector to deploy an interoperable, broadband network in all 50 states, five territories and the District of Columbia. 2. Prioritize the network for public safety entities. 3. Secure and harden the network to ensure it is available when public safety needs it. 4. Seek and receive feedback from stakeholders on network needs and objectives (e.g. coverage, capacity, etc.). 5. Include substantial rural coverage milestones in each phase of deployment. One more important aspect: FirstNet must earn public safety’s business (subscribing is voluntary) by providing network services that meet the needs of the tribal public safety community at a compelling value. In much the same ways as mobile data and apps have transformed public life, bringing this technology to cops, firefighters and paramedics in Indian country will transform these professions and your communities. Is your tribe involved? Or is it at risk of being left behind? Providing a practical, prioritized network for public safety helps better protect those who protect us and ultimately save lives. Interested tribal nations may increase their involvement by taking the following steps: Contact Your State’s Single Point of Contact (SPOC) Contact information for all 56 SPOCs can be found on FirstNet’s website at www.firstnet.gov/consultation/spoc. Ask to be involved in the governor’s decision-making process in the months ahead. Contact Your FirstNet Regional Tribal Government Liaison Ask to confirm that your tribe’s public safety profile is complete and current. In FirstNet/FEMA regions I-VIII (East), speak with Margaret Muhr (margaret.muhr@firstnet.gov or (202) 738-8344), or in regions IX-X (West), reach out to Adam Geisler (adam.geisler@firstnet.gov or (202) 631-1188). CARL REBSTOCK FIRSTNET NATIONAL TRIBAL GOVERNMENT LIAISON 202-657-2777 CARL.REBSTOCK@FIRSTNET.GOVContact Organizations By reaching out, specifically to organizations with which your tribe’s public safety and telecommunications departments are involved, is important. Examples of these include: the International Association of Chiefs of Police (IACP), Indian Country Law Enforcement Section (ICLES), the National Congress of American Indians (IACP) and the Affiliated Tribes of Northwest Indians (ATNI). Ask about how to contact their delegate on the FirstNet Tribal Working Group (TWG) or, if they are not members, inquire as to why. Contact FirstNet’s Communications Department Offer your help spreading the word about the FirstNet network via social media at socialmedia@firstnet.gov. Ask to write a guest blog (#FirstNetRez) or participate in other outreach activities. Stay Apprised of Developments • For the latest news, read the FirstNet blog: www.firstnet.gov/newsroom/blog. • Follow FirstNet on Facebook (www.facebook.com/firstnetgov/), Twitter (@FirstNetGov), YouTube (www.youtube.com/FirstNetGov), and elsewhere. • Explore business prospects and app development needs associated with getting a bite of the apple, visit www.firstnet.gov/about/doing-business-firstnet. If you have any questions or would like to discuss in more detail, please contact us today.For nearly 20 years, TribalNet has provided quality products and services with a commitment to understanding the unique needs of the Native American market. TribalWise will continue and expand that tradition. Our attendees don’t think once a year is enough... we think they’re right!Watch for Registration and more information to come on topics like:Security * IT Management * Leadership * Specialized BootcampsComing to a region near you:Minnesota * Oklahoma * FloridaBEGINNING SUMMER OF 2017UNDER THE GUIDANCE OF INDUSTRY EXPERT Charles Scharnagle TribalWise Director and CIO of the Mohegan Indians TribalWise will bring you discounted online training courses to take at your own pace AND regional in-person trainings and bootcamps all year long! “”For more information contact us at info@tribalnetonline.com AND on social mediaINTRODUCING A NEW TRAINING DIVISIONTribalWise brought to you by the creators of the TribalNet ConferenceTRIBALNETONLINE.COMFEATURE COLUMN |TRIBALNET34 | SPRING 2017 IT LEADERSHIP CHARLES SCHARNAGLE CIO TRIBAL GOVERNMENT OF THE MOHEGAN INDIANS OF CONNECTICUTOver the last thirty years, I’ve been involved with IT in a number of ways and for a variety of businesses. I have had the pleasure of seeing many technological changes. Like most of you, I’ve enjoyed seeing these changes and the challenges and rewards they have brought along with them. We have moved from typewriters to terminals, from punch cards to PCs and from company data centers to the cloud. The technology has evolved and improved to levels we couldn’t have imagined just ten years ago. Take a look at most of the Fortune 500 (and the next several thousand) organizations and you’ll find Chief Executive Officers (CEOs) who were lawyers, accountants and salespeople. While the list of former CIOs that have climbed to the senior rung of the corporate ladder is few, that number is now growing and, hopefully, we’ll soon see more positive results.Thirty years ago IT was just becoming mainstream as personal computers were hitting everyone’s desktop. IT was a department that few were aware of and even fewer knew what its function was. If you watched AMC’s Mad Men, you even witnessed how IT was first viewed in the 50s - an unknown entity ran by geeks who promised quick calculations on problems you didn’t know you had.Now, fast forward to the 2010s. Everyone enjoys hearing the story about how much computing capacity we have in our phones compared to the computing capacity held by computers on the Apollo rocket ship. But, the real question now is: What impact has this had on the above-THE FUTURE OF IT LEADERSaverage IT leader’s opportunities? In technology companies, we are seeing a path to the CEO position; but, in many Fortune 500 companies this transformation has yet to occur.Early IT personnel were scientists or engineers who were more interested in finding solutions to problems than running a business. Company presidents and boards would seek out an IT professional when they needed to improve a car’s performance or land a rocket ship on the moon; rarely was IT consulted to find out how to sell more widgets.We often see CIOs reporting to the Chief Financial Officer (CFO). Does that seem like a recipe for success? Here are a few thoughts for the CEO to consider: Does the CFO thoroughly understand what is going on in the IT department (enough to run it successfully)? Is the CFO conveying the thoughts and direction of the CEO unfiltered? Or, is he/she passing this information through his/her own financial filter? Does the CFO look and treat IT projects the way the business or CEO needs them to be treated? Or are they looking to save money and prop up shareholder profits in places they shouldn’t? These seemingly small questions can cost a company severely in the bottom line if not properly answered. If the CFO doesn’t properly understand IT, how can he/she effectively manage it? With the CFO managing IT, the CFO will have to defend IT policy and other decisions in which they may not have the knowledge or interest to effectively back. Finally, if it comes down to a budget issue, where will the CFO look to save money first? It’s in these situations where an organization is robbing itself of the opportunities of having a truly impactful IT department.Outside of hi-tech companies, technology has often been viewed as a necessary evil. Today, that view is changing. It is a must. To compete As we sit here imagining what the technology advances will bring over the next ten years, let’s also imagine the evolution of the Chief Information Officer.SPRING 2017 | 35TRIBALNETONLINE.COM | FEATURE COLUMN TRIBALNET IT LEADERSHIP successfully in the marketplace, every manufacturer is required to have a presence on the Internet, in the app store or in your inbox. When I was at a Fortune 500 manufacturer in the early 90s, they utilized cutting-edge technology to design and then build their widgets. Today, they further that by capitalizing on the capability of consumers to view their products online, test drive and, in most cases, purchase at the same time. These technologies are becoming vital as brick-and-mortar companies fall by the wayside.We’ve also heard for quite some time that IT “needs to align with the business.” Can someone tell me of any successful company that has departments that are not aligned with the business or are unaware of direction of the business? IT leaders understand the need to “be one” with the business. Competition is moving at the speed of light and business leaders need IT to help chart the course of the organization. If the IT department can’t deliver a user-friendly app capable of showcasing products, displaying product demo videos and offering the consumer the opportunity to purchase, then that company is falling behind. If the CIO possesses the business acumen and understands how to deliver to the customer – he/she may have what it takes to lead the company forward to future successes. Now, don’t get me wrong, I’m not advocating or suggesting that every CIO should be the company’s next CEO. Nor am I suggesting that all CIOs want to be a CEO. I am, however, suggesting that if the CIO has displayed their business competence while successfully leading the company’s IT needs, they should at least be considered for the position. After all, we all want our companies to be led by people who understand the business, can contribute to meeting the needs of the overall organization and have a successful track record of leading and achieving (no matter where that may come from). CIOs should be considered for the CEO position using their skill set as qualifications, not limitations. It’s 2017 and the days of Mad Men are over. Let’s all move forward.Charles Scharnagle is the CIO for the tribal government of the Mohegan Indians of Connecticut based in Uncasville, CT, which serves the interests of tribal members throughout the U.S. Chuck has spent the past thirty years working at Black & Decker, Fruit of the Loom, EMC, Pegasystems and International Power America. For more info, visit try.smartsoftusa.com/verify 888.227.7221Never a Gamble, Always a WINValidate your players’ contact informationSAVINGS17%VALIDATEUPDATEENHANCEVerify addresses for players,employees, etc...Addresses are standardized &ZIP+4 appendedHigher delivery rates = greater ROI on your marketing $$$Simple integration into existing systemsNever Lose a Player Again!One of our Urban Translations’ Directors met Patrick Tinklenberg, VP of IT of Sycuan Casino, at TribalNet’s breakout sessions: “A Holistic View of the Casino Customer.” She learned valuable information on how Patrick implemented staff facing technology at Sycuan.Sycuan is in the process of developing a 300-room four-diamond, multi-story resort property adjacent to their existing casino. One of the key elements in ensuring the success of that development is to provide the highest level of customer service. Our in-room digital concierge is a key element in providing that level of customer service and is one of the many elements being considered by Sycuan for a number of reasons: our platform improves guest experience, increases revenue and efficiency, allows for marketing, provides content in multiple languages and integrates with many systems. We will also consult with them on all data to improve their ROI.Even though Sycuan is early in the design and construction phase of their project, they realize choosing the right partners is key to a successful project such as this. As part of our commitment to providing value to our customers, we are already assisting Sycuan in understanding key factors when selecting other systems and software to use for the rest of their hotel’s future operations. We are always grateful to start discussions with the tribes when they are at the beginning of their development phase. Guiding and supporting builds wonderful relationships. The Confederated Tribes of the Umatilla Indian Reservation (CTUIR) was introduced to Arctic IT at TribalNet in 2008. CTUIR needed an application that would centralize tribal member master record data and processes across departments, allow secure access to confidential records, and provide a complete view of tribal enrollment. By implementing Arctic IT’s Tribal PlatformsTM Enrollment solution, Children and Family Services (CFS) and Tribal Court Departments share and have access to common data real time.Processes have been streamlined, duplicate data entry eliminated and access to shared sensitive data is secure. By leveraging a centralized tribal member master record system and extending that software platform into the other departments of the tribe, CTUIR has begun to eliminate the many silos of data that can slow the delivery of services to its members. Arctic IT and CTUIR continue to work together, and it all started at TribalNet!“Arctic IT provided a great solution and their service performance from start to finish is superb. I would highly recommend them to anyone looking for value-added reseller services.” Margaurite BecentiA Head Start in System SelectionStreamlines Data Entry ProcessAttended TribalNet for 15 years and countingMAKINGSo much is happening in our industry each year and that progress deserves to be showcased! TribalNet is the platform for making these connections and often the catalyst for long-lasting valuable partnerships. Do you have a success to share?Share your story NOW by contacting sales@tribalnetonline.comWhen You Connect At TribalNet,Great Things Happen!FOR MORE INFORMATION CONTACTSAMANTHA URBAN, CEO SAMANTHA@URBAN-TRANSLATIONS.COMFOR MORE INFORMATION CONTACTDAVE BAILEY, CTO DBAILEY@ARCTICIT.COMProviding assistance to best serve resort guestsCentralizing member data significantly improves productivityOsage Casino was planning a major site renovation including the construction of a new high rise hotel, event center and parking. To initiate this project it required the demolition of the existing event center which happened to house the data center. Osage needed a solution that could be implemented quickly thus not delaying the renovation project. IBM responded with a data center solution that could be designed, built and commissioned in less than six months.IBM’s Prefabricated Modular Data Center (PMDC) solution provided Osage Casino with a new state-of-the-art data center that could accommodate current requirements and also allow for future growth. The PMDC a more energy efficient environment including redundant power and cooling as well as back-up power via generator. The data center was designed, built and installed in less than six months allowing Osage Casino to move in and have the IT equipment up and running prior to demolition of the existing event center.Pure Storage was introduced to the Choctaw Nation by one of the Choctaw Nations’ strategic Pure Storage resellers.The Choctaw Nation wanted to improve the performance and cost-effectiveness of the data-storage equipment that supports its vital electronic medical record (EMR) system, which underlies the record-keeping of its healthcare system. Previous legacy data storage technology was not keeping up with the demands of Choctaw Nation Health Services Authority. All-flash arrays from Pure Storage have exceeded all of the Nation’s requirements.Thanks to the high performance of Pure Storage all-flash arrays, physicians and other care-givers have faster and easier access to health data and electronic medical records that are essential to delivering excellent patient care. Meanwhile, the Nation’s information technology department is reaping major savings in both capital and operating costs.Assists Casino in Swift DataCenter RelocationExceeds Expectations with Healthcare Data StorageParticipated in nearly every TribalNet ConferenceOur sales staff has over 15 years experience in tribal marketCONNECTIONSFOR MORE INFORMATION CONTACTDAVE MCCOY DDMCCOY@US.IBM.COMFOR MORE INFORMATION CONTACTCHUCK QUIGLEY CHUCKQUIGLEY@PURESTORAGE.COMData Center designed, built & commissioned in less than six monthsImproved support for electronic medical record systemTRIBALNETONLINE.COMFEATURE COLUMN |TRIBALNET38 | SPRING 2017EFFECTIVE COMMUNICATIONSDAN GARROW IT CONSULTANTMohawk. But, my parents spoke it. When they didn’t want us to listen to their conversations (about us, of course) I could often “read between the words” listening to them as they inserted into their discussions English words for which there were no Mohawk equivalents. My father once commented that many times Mohawk speakers would resort to describing an object because no Mohawk word existed for it. So, over time, we continually increase our vocabulary and phraseology as our languages expand to accommodate advances in technology or even the normal evolution of our societies. This simply supports my belief that we must continually improve our communications.There are some who believe English is one of the most difficult languages to learn and this is probably for no other reason than its history. When William of Normandy defeated Harold Godwinson at Hastings in 1066, a blend of languages resulted that included Norse, Germanic Anglo-Saxon, Latin, and French. We can now express ourselves with a large variety of words and phrases that, probably, exceeds any other language. As an example given by Paxton (2010), we use both “eat” (English) and “dine” (French) to refer to the same event and choose to use one word over the other depending on the context of the discussion. Now, add grammar to the discussion and we step up to another level of complexity that should encourage leaders to a lifelong study of this topic. The example I have is an article entitled, “Lack of Oxford Comma Costs Maine Company Millions in Overtime” written by Victor (2017) for the New York Times. In this case, because a comma was missing in a list of more than three activities, a court ruled in favor of the employees who had not been paid overtime for activities deemed by the company as exempt from overtime. So, in this case, the ambiguous communication of activities covered by overtime versus activities that were not covered was left to interpretation.WANT SOME NUDE PHOTOS?Sun Tsu (1964) stated, “If words of command are not clear and distinct, if orders are not thoroughly understood, then the general is to blame. But, if orders are clear and the soldiers nevertheless disobey, then it is the fault of their officers.” What we might glean from this is not who is to blame but that the leader is responsible, and accountable, for communicating what is expected. To have effective communications, leadership must include an assessment of what was communicated as well as what was understood. That is because effective communication is a two-way street. In the case of effective leadership, the leader must assume the responsibility for both sides of the communication. The effective leader takes steps to ensure that what was heard or interpreted is correct. That might be as simple as asking the listener to repeat back what they heard. It might be presenting a few examples and asking the listener to explain what they will do in that situation or example. Technology offers yet other tools (email, Twitter, Facebook, etc.) for us to communicate; but, as with all tools, these need to be used properly. The main idea is to use a tool for what it was intended and in the right situation. The easiest example is using a screwdriver when a hammer is needed. It might work, but it increases the risk for undesirable results. Equally, there is a time for face-to-face communication rather than an electronic one. There is a time for using email rather than Twitter or Facebook. Reports exist of family members learning of a death in the family via Facebook. Needless to say, those family members were very upset. So, be careful when utilizing these tools. It is too easy to abuse these tools and use them to avoid difficult or uncomfortable situations where it would be best to speak with someone. Effective communications from leaders more often occurs in a verbal exchange rather than electronically.The one thing that these new tools provide is speed. We can now create and send a message or, worse, respond to messages with blazing THE PENTAGON -- The Defense Department is investigating online outlets through which Marines shared nude photographs of women, including fellow Marines -- some taken without their knowledge. (Martin, 2017)Every time I see someone write or speak about “nude photos,” I wonder about those photographers out there who don’t put clothing on their photos! A recent example, which I included above, is the news reports involving our military personnel where, of course, the topic is really about the sharing of photos of personnel who are in some state of undress. We all understand the use of idioms in our languages so why am I making a big deal out this? (My wife, who is often the captive audience of my outbursts on such topics, simply raises an eyebrow and reminds me of my high blood pressure.) The big deal is the importance of effective, accurate communications as a skill that leaders need to continually develop.Developing that skill is challenging due to normal, evolving changes to our national lexicon. All societies use and include regional dialects into our communications and we even accept a merge of two languages ending up with things like Spanglish. I never learned my Native language, JUNE 20 & 21, 2017 GRAND CASINO HINCKLEYleadershipdevcon.com 320-207-2169TAP INTO YOUR LEADERSHIP POTENTIAL!SPRING 2017 | 39TRIBALNETONLINE.COM | FEATURE COLUMN TRIBALNETEFFECTIVE COMMUNICATIONSMr. Garrow has over 40 years of IT experience in several industries. As a 20+ year veteran of the hospitality and gaming industry, Mr. Garrow served as Chief Information Officer in the management teams at Mohegan Sun, Turning Stone Casino, the Choctaw Casinos and Baha Mar. speed. That’s the unfortunate part as we have all heard about those who need to recall a message sent in haste and as an initial reaction. Twitter offers a quick, albeit brief, way to correspond but should not be used for formal communications of policy and direction. There just isn’t enough room in a tweet to effectively communicate such things. As leaders of people, we need to be more considerate of human needs that cannot be conveyed properly electronically.I once worked at a location where the entire construction work force spoke Chinese and could not speak English. All signage on the construction site was in Chinese. Imagine the complexities involved when the owner’s management team needed interpreters to communicate with the work force. This situation dramatically raised the level of difficulty on this particular job and required leadership to take additional steps to ensure effective communications.Understanding those with whom we are interacting is key. We know that many do not hear all of what is being said as we cannot control their attention or thinking so effectively communicating with everyone becomes an even larger challenge and may require repetition or even a variation in the form (written, pictures, interpreters, etc.) of communications to be effective. But, that’s why it is so important. If we cannot communicate effectively with those we are leading, we will ultimately fail. I challenge everyone reading this to become better communicators by paying attention to the message and how it is being communicated. Be sensitive to whether the message is being understood. Don’t make an assignment without following up to ensure progress is being made and being made along the right path. Only then may we see improvements in our teams through our leadership abilities with this particular skill. Effective communication is a skill set that needs constant nurturing and development.SEE FOOTNOTES ON PG 2JUNE 20 & 21, 2017 GRAND CASINO HINCKLEYleadershipdevcon.com 320-207-2169TAP INTO YOUR LEADERSHIP POTENTIAL!Next >