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One crucial skill your employees have, but your company isn't using: Terri Griffith interview transcript

Your employees' social skills aren't just for schmoozing at cocktail parties. They're for generating new ideas and fostering innovation through social media technologies.

That was one of the biggest takeaways from our recent interview with Terri Griffith. Ph.D., Professor of Management at the Leavey School of Business at Santa Clara University. Dr. Griffith researches and consults on the effective use of technologies and organizational practices.

Last week we posted the podcast of our interview. This week we bring you the transcript, so you can catch every word of her useful advice. Read on for Dr. Griffith's recommendations on how companies can tap the potential of social networking and her three-part plan for using social media technology to support innovation initiatives and other business objectives.

Janelle: Hi everyone, welcome to an Inmagic podcast. I am your host, Janelle Kozyra. Today I am joined by Dr. Terri Griffith, who is the Professor of Management at the Levy School of Business at Santa Clara University. Terri, it's good to have you with us. Thanks for joining us.

Terri: I appreciate the invitation. Thank you.

Janelle: So you have focused your career on studying and teaching about the implementation and effective use of technologies and organizational practices. I understand that some of your current research involves a couple Fortune 100 companies, and you're looking at how they can generate greatest value from their teams in complex environments. We want to talk about that a little bit more just to get our listeners familiar with you and your expertise and your background so why don't you take it from there and tell us a little bit more about what you do.

Terri: Sure, and I actually have shortened how I talk about that a little bit. The key to the work I do, both in terms of the formal academic work and my consulting and speaking is to help people work with technology and I guess if I were doing that in a typeface, I would underscore, bold the with. The key ideas are, if we're going to do anything effective in an organization, it has to be a mix of the people, the technology tools, and the organizational process.

You know, working with just any one dimension is not going to be effective, and so I have the pleasure of tracking companies, and seem to do this naturally, tracking some companies who do it but they've had to learn to do it. And then sadly, watching a lot of what we would call technology failures because they tend to be a case where someone has parachuted in a technology without really thinking about the people or the organizational process.

That tends to be the bias; let's go buy the shiny new thing and see what it's going to do for us. But I've had the pleasure of watching that over the decades and I have to say this is one of the most exciting times, I think for organizations, and people in organizations, for being able to see huge benefit of just small changes in how they think about their work. So I do cases where I will follow up on an example that I've seen from someone else's blog post, or some example that's been in the press.

Sometimes I'll be inside an organization, helping them with a particular problem, and we will do very formalized research around the different tactics that they're taking and how those are working for them and what their next step might be. And then also kind of sitting back a little bit and reflecting on what should be the next steps as we think about the opportunities that are going to be coming to us in the future. But what an exciting time.

Janelle: So a lot of what you have focused on is social media and social networking tools, and for our listeners out there what brought us together today with Terri was a Wall Street Journal article that Terri wrote recently where she talks about how companies can tap into the potential of social networking. So let's talk about what sort of potential you see for businesses to use social networking tools for knowledge management and collaboration.

Terri: Absolutely. It's almost like all of the sudden, we have the possibility of gaining access to so many more ideas and so much more energy than we have had in the past. If you think about a traditional organization chart, you see these lines and the lines drop down and there's a lot of white space in your standard organization chart.

And yet with tools like social media, that raise the level of engagement across the organization, if it's a situation where the implementation has been done well and they've thought about the people and the tools and the process, the level of engagement is up.

And so what they're able to do in those companies, is they get to take advantage of a much broader set of knowledge about a particular problem or ideas that they might think about for the future that would have been very difficult if we look back say to the 50s when they first talked about. You know you really want to gain value from everybody in your company, not just the person with the formal role.

And even in the 70s, when we talked about well we need to share knowledge and make the barriers to transferring knowledge be much lower, it was so hard. There were companies that did it, and they're very traditional companies that do it to this day without technology, but it's hard. You're calling all-hands meetings that take up a lot of time, few people can speak. It's hard to manage the information that you get, and then all of the sudden, we start getting these tools that are actually coming from the employees themselves, sometimes.

We have employees who are using Facebook, we have employees who are using Twitter, they're using these things on their own and then they come into the company and it's like someone has said leave all your tools at home. And you don't want to do that.

So how, all of the sudden, can we take advantage of this new set of social networking skills that the employees bring to work with them every day. How can we make sure that we leverage those effectively inside the company in a way that is still thoughtful, not a time waste, not a bandwidth waste, and not a security risk. How do we do that and do that well? Then we gain huge benefit. Because you're getting value from so many more folks.

I was at a talk last week where they were talking about a fairly traditional insurance company and they were having a lot of problems in keeping their younger IT hires, it was just not that exciting a job to come in and code all day. They allowed them to start doing social networking and all of the sudden, the retention problems went away.

All of the sudden, the problems with the employees not thinking that work was engagement went away, and it was a dramatic change for that organization. That skill set, that energy was always there, it's just that thoughtful use of social networking, they gained access to it.

Janelle: And nowadays, you'd be hard pressed to find an enterprise company that doesn't have employees who have these social networking skills. So where would and organization start, if they are trying to determine whether a social strategy is right for them? What's your advice to help a company decide if this makes business sense?

Terri: I think one of the first things they need to make sure is that they're willing to accept the answer that they get, and then I'll help you think about how to get to the answer. Some of the things that I want to know from a company when I begin is are you willing to make use of knowledge and skills wherever they are in the company, or is it going to be a situation where you think well that's a great idea, but you don't have the right job title. Then I start to worry.

So it's almost like a readiness issue. So are they willing to use the benefits and ideas and skills wherever they are, and it may or may not be a job shift for this person, but simply is there at least openness to that? Are they realistic about what's already going on in the company. That's been an interesting one, sometimes you'll ask a manager are people using social networking in your organization? No, no, we block all that. And then you find out of course that's not true. People are using their cell phones, they are using social networking to get their work done better, so I like to know that the company's realistic about the status quo.

And then if the answers are positive, then I say okay, this is an organization that has the possibility for gaining the benefits. And then I kind of go to this issue of what are the three practices that we should do for all organizational changes, really, but are critical in the case of the social networking kind of question.

And that, the first practice is this idea that we learned it as a kid, before you cross the street, you stop, you look, you listen. You don't go charging out, chasing after the ball. Instead, you're going to stop and think about what opportunities does your organization already have? What is the skill level of the people in your organization in terms of social networking and sharing? Listening to feedback along the way, just kind of tracking it as you go.

This isn't a one-shot deal where you just put something in place and walk away. These are things where you're going to want to manage it inside your own organizational context, because every company is different, and no use of social networking should be identical from one company to the next. And then the idea of listening is setting up actual formal strategies for tracking the information that you're gaining. How is it working? Do you need to make changes?

If I think about the kind of data that I would want to collect, I would want to, let me use an idea box. Everyone's always had a suggestion box in companies throughout the ages. Now are suggestion boxes can be social networked, but if I were going to put that in place, then I would want to start tracking, who even knows about it? That's a very early measure of implementation success, somebody even knows this thing exists. Who'd use it? What do they think about it? So kind of the attitudinal piece of it, what have told anyone else about it?

I think the marketing people really understand this, that if you like something so much that you refer it to someone else, that's a strong, strong signal. So has that started to happen for you? And then, whether or not those submitted ideas are gaining traction in the organization. Because it may be the case that your suggestion box idea is working great, but the organization isn't set up yet to make use of those ideas.

And so do the managers in charge of the different areas where the suggestions are coming in, do they know to look for those ideas? Do they know how to push them forward and support them, how to maybe connect one group that has a similar idea to another group? Is that kind of foundation already in place? So I want there to be some real world data, so that we can show our benefits and also make sure that if we have the need to make an adjustment, we're going to make it in a timely fashion.

Janelle: So could you give us an example then? Maybe something that you have done recently in your consulting work, of your stop, look, and listen practice?

Terri: The best example I've got actually is part of a book I've got coming out, in October. The book's called "The Plugged-In Manager", and Jossey Bass is my publisher, and we're coming out Oct. 16, I think. You can follow it on Facebook now. It has its own page, "The Plugged-In Manager". But as I did the interviews for that book and I tried to go to all kinds of organizations, not just Silicon Valley companies where you would assume that this stuff would have an easier start.

And it's one organization actually is in charge of standards. So the kinds of standards that you might see on a baby stroller, you know, this meets standard XYZ so that you know it's been testing along the way, and they're pretty old school. You would think of them as old school. They're about standards and conservatism, and being right. And yet, they had very carefully, as the internet was coming into being, stopped themselves and said how is this going to change and hopefully help what we do.

And the way the standards process works is it's about consensus from experts across all topics that might be relevant. So in the case of a baby stroller, it might be safety experts, materials experts, behavioral experts, and all these people are drawn from all over the world to help come up with what's going to be a really good solid standard that will again help manufacturing companies down the line.

And they said, wow, we're going to have access to many, many more experts than we ever would have before because before, they all had to fly in for these meetings. And we're going to have ways of communicating that we've never had before. And so they actually were ready to take on the internet right at the beginning, but it was only because they actually stop and ask themselves. They didn't say well what's this other company already doing? Can we follow along?

They said we see this thing on the horizon, let us think thoughtfully about how it could either help us, create a challenge, or really benefit us moving forward? How can we make adjustments in our company that are going to benefit the kind of people that we're working with, the kind of technology that we're going to have access to, which you know are budget issues for sure? And then how is our organizational process going to have to shift?

We're not going to necessarily have people sign things anymore. Or the timelines that we've been using the past which used to be I think years, we might be able to shorten those to months and let's be ready for that. So that's the, I think it's AST, I'm going to get their name wrong here, but one of the largest standards companies in the world was able to practice that stop, look, listen reflective approach as they thought about how the internet was going to completely change the way they do their work.

Janelle: So that's the first practice that you recommend. So let's talk about the second one, then.

Terri: All right, the second practice is the hardest but probably gains the most value, and it looks a lot like a negotiation, because it's the practice of mixing. So you've said to yourself, okay, let me look around. I'm going to stop, look, listen. What are my people opportunities? What's their skill level? What are their, what's their interest and motivation? What technology tools do I have access to? What's going to be appropriate in my kind of setting? Maybe security risks, if you're in the financial industry, those'll be very different than they might be if you're a software producer, and then what organizational process might we need to think about making adjustments to as we move forward?

So you've go these three issues on the table, if you want to think about them as the starting point of a negotiation. And then you have to say to yourself, well who are the stakeholders here? We got maybe all the individual contributors, maybe we have our vendors, maybe we have our managers, and how do I think about balancing both the stakeholders needs and the possibilities that we have, given any realistic constraints around the people, the technology tool, and the organizational process? And then how do we mix those together? I've got an example for that one that I'd love to share.

Janelle: Sure.

Terri: And it comes out of Intuit, and Intuit had sort of set themselves up for, you know I guess this was kind of creating a context for innovation, certainly, but they had said let's give people some unstructured time to think about new ideas. You know, Google does it, Trion's done it forever. Intuit says we're going to try some of that, too, and so they had set the scene.

And then they happened to get some young new hired employees that came in and they found that the innovation process was hard. And that even though they had a lot of great ideas, they didn't really have a lot of support for getting those ideas out of their heads and into the organization and then acted on. And so they said well, we don't want to fill out an entire business case. We don't even know if the idea should go to that level. We just have some ideas. Let's build a tool that helps us put in idea, so kind of the suggestion box piece of it, but then reach out and find other people who might know something that would help with this idea.

Maybe it's already been done, and didn't work? That's a good thing to know pretty early on. Or other support for the idea. Maybe it's not just important in the US, but it's also important in the AEU, or skillsets to help us bring it along. Maybe I'm in the financial area but I need some web design support if I really want to put together a demo of this particular product.

And so what happened is, this young set of new hires thought about the people in the organization and they thought a lot of people have great ideas, but they don't have the tools to be able to bring those ideas forward. So they created the tool. And then they said, well now that we've got this tool, that's all good. How do we get the managers to know that that information is coming along and get the managers to weave the outcomes of people idea generation into the regular innovation process at Intuit. And they did it virally, they did it formally by giving presentations and again, Intuit management had set a contract for being open to new ideas. And it's now part of the Intuit formal R&D process that you contribute your ideas.

Those ideas get kind of built upon throughout the process and once they reach a certain point where they start to need real resources beyond that unstructured time. Then the managers in charge of the line business bring these folks together, and they say okay, what's going to be your next test to know if this is really a good idea? And that's kind of nice, right, because that goes back to the stop, look, listen piece, so they've actually got a way of saying let's just do one test, having it be reaching out to the customers often, and find out if this is still a good idea.

So it was a blending of the people's interest and the people's capabilities, the technology tool. I think they built the base form of it in a weekend kind of thing, certainly's been expanded over time. Then the organization process was there too, in that they had the time to take on the idea and actually build it up and then the management process has shifted to pay attention to the results of this idea generation. So it was a nice mixing of the people, the technology, and the process.

Janelle: And after that, would come your third practice, which you say is sharing. So tell us about that.

Terri: That's right. Well a lot of times things are just more fun if you do it in a group and a lot of times things are also easier if you're not have to start from scratch every single time. So you can imagine, if you're running an organization where people know that it's okay to share your ideas and people know that you don't want to just think about a technology silver bullet.

No no. In our organization, we've really learned you got to think about people, the tools, and the process, then you don't have to start from scratch every time, you don't have to make it be a giant organizational change every time. You get to actually focus on the work more, and people won't be questioning why are you, for example, why are you stopping, and looking, and listening? Why is that a useful thing? Shouldn't we just fix this?

You don't have to kind of overcome that, you don't have to explain yourself so much and everybody is just more effective. It's like watching a sports team that's practiced together well. They sort of know what each other's going to do in a particular situation and so there's a little bit less friction as you move along. So sharing is the final one and I think it just makes things easier.

Janelle: Do you have another example of a company that illustrates that practice?

Terri: I do indeed. This one is interesting. It comes out of Indianapolis Motor Speedway, and the CIO there actually is someone who I think embodies this idea. And she talks about think aloud with me. And in her thinking, if you can get people to think aloud as they work through a problem, then everybody is kind of coming along, learning about the issues at the same time.

And because it's clearly early thinking, it's not, let me convince you that my idea is right, it's think aloud with me. That people are more open to getting other people's ideas, making adjustments as they hear about maybe constraints from other pieces of the organization, but a great mentoring tool. So not only good for helping to think about a particular problem, you know, think aloud with me, the problem solution will probably be better. But also a great mentoring tool in that you get to show kind of your plugged in skills as you go through the problem yourself, so it's sharing by doing, really.

Janelle: So Terri, what you just articulated then in discussing your three practices, you gave examples for three different major organizations that were implementing those practices, but is your recommendation to use all three of those? Do they work together or are they something that you can take as a one-off thing?

Terri: You know if someone pushed me, if they pushed me, I'd say mixing is the most important practice, but mixing is going to work better to the extent that you'd done stop, look, listen, and mixing is going to have a broader impact to the extent that you've shared how to do the mixing.

It's a little bit like when I teach negotiation. If all the parties in the negotiation understand what we call how to integrate people's needs versus compete, if everybody gets that that's really the best way to do a negotiation, the process is always better. The outcome is better, the implementation is better, less reneging on the negotiation, so all three are important.

Mixing is the one that's really key and I guess mixing is the anecdote to what I call silver bullet strategy and we have academic research, anecdotal evidence, all sorts of things that show you can't ever change just one thing. You've got to find out how it's going to fit into your organization. That's going to be unique to your setting, to your particular problem. So to the extent that you have a skill that helps you do that mixing, you're going to both be faster and better and more effective in the long run.

Janelle: What are your views on security and privacy, because this, obviously social networking introduces a lot of different security and privacy issues and it's something that deters a lot of executives from even implementing any kind of social strategy. So what are your views on security and privacy when it comes to social networking for business?

Terri: All right, and talk about a timely question, given the whole Nintendo PlayStation outage. My general advice, especially given that I am not a security expert. I am a security appreciator. You want to respect your security experts, it's a keystone issue and in some industries, it'll make or break you. But your security experts have to respect the value of social knowledge sharing. So if you have a security team that simply says we can't allow guest Wi-Fi, then you better we working at a super secret military installation or I just am not thinking that that's a thoughtful answer.

So I always respect the security person's perspective, but I also want them to see it in terms of the business value possible out of social networking. And if they don't have that kind of broader perspective, then I may need to talk to somebody else, because the two different groups, the business unit side, and the security side, really do need to be working together.

You can't discount the importance of security. On the other hand, we need to be thinking about what security is absolutely necessary, what kind of security, and again, realistically what are people already doing outside of your firewall because you've made it so hard for them to get their work done inside the firewall. Life will find a way and you want your security people to be realistic about the setting that they're in, and realistic about the value possible from social networking.

Janelle: So really what that calls for is a better integration of your security and IT department and the business unit. So in your experience, where do you see maybe more work needs to be done to foster that integration and get business and IT/security working together better? Is it more work on the part of the business unit, or more work on the part of the IT unit or is it equal across the board or what are you seeing?

Terri: What I'm seeing is that the thought leaders on both side get this and I was listening to a podcast a few months ago, I think it was Constellation Research Group, is talking about kind of the four faces of the modern CIO. And their advice is if you have a Chief Information Officer who is not asking questions about how are we using social effectively in the context of good security, etiquette and all, then you have a guy who's just focused on operations and that could be great.

But you also need to have someone who also is thinking about what are the opportunities out there and what is realistic in today's environment? So the CIOs are seeing that they're going to be set aside or lose their credibility if they can't actually come to the table with a good set of ideas around how we both can gain value and be secure.

The business leaders at the same time, need to be literate in the IT side of things and again have that respect for the security implications. But they also need to be able to tell a good story or weave a good story and this is not to say that this is fiction, but to explain why it's so important. Why we need to be able to allow our customers to get enough input; why we need employees able to share across silos; why that is so important to the company and given that we're going to say that this is important; how do we get it done in a way that is appropriate for our risk profile? Both sides need to be bringing these issues out.

And you know, I've watch an organization recently where I don't think the senior leadership truly understands the opportunity or they don't, I don't think they understand either the opportunity, and I don't think they understand the angst and frustration that is existing in the broadest piece of the organization, because it doesn't look like anyone's taking action. So it's an awareness from the highest level. It's going to be key for many of these decisions.

Janelle; That also goes to another topic, once you start implementing the social strategy is the continuation of that security and privacy and it goes to the topic of moderation. Because when you have your employees or partners, customers, whatever constituents you have involved in your social strategy and sharing their ideas, sharing their knowledge together, there comes the issue of what gets shared? And how do we moderate what we're sharing with the rest of the audience? So what are your views on moderation and any best practices that you have for that? And it's a particularly thorny issues for companies that are in highly regulated industries. So anything that you can offer in that area?

Terri: Well, let me put this in context that my own interest and expertise really is on how we use the social tools inside the organization, so I'm not as aware of what people are doing when they're talking about customer relationships. So I'll just kind of put that on the table, although I think the issues are pretty similar.

Moderation again is an issue of mixing. I sound a little bit like a broken record, but I have to think about the people piece of it, the technology tool piece of it and then the organizational process piece. And at the most basic level, if we're talking about an internal forum about issues the company has, I want a light but interested hand. I want somebody who's job it is to kind of pay attention to what's going on.

I'm sure organizations never want to see I doubt anybody in management is listening to this, right? You want them to have some kind of an awareness so that they can come in, no we actually are listening, we're just kind of staying out of the conversation until we really understand what you guys want. So a light but interested hand.

And even as I think about it, support for the people who do the behind-the-scenes work. Support for the people who garden a wiki, for example, clean it up a little bit, make it a little bit easier to use, ad links where they're not there, have those people be acknowledged as being as important as the people who are constantly providing new content, but it's a joint effort really.

But in terms of moderation around privacy and security, I think you have to start on the organization side and the business side of it. So a company that has no policy is in the worst possible situation and we know that there are still many large organizations that don't have a social networking policy either for external comments or internal ones, if an employee wants to have a blog, what can they share?

What's a good idea to not share and the like. So being out in front, so that an employee doesn't make a misstep, so that instead you can celebrate their successes, I think, is a fine strategy. So developing policies early, letting people know, especially putting it in a particular context, say, you guys know we're a bank.

You know we're governed by these particular rules, so these are the kinds of things you might want to watch out for. We'd love that you share these other things, but keep in context, given who we are. So being in front. Doing the stop, look, listen, then doing some mixing, and then sharing those ideas broadly, so that everybody knows where they should start.

Janelle: So when we talk about what an organization needs to be truly successful with the social strategy, do you think it involves coupling the people and subject matter experts to their content that their sharing, documents, images, reports, whatever it is? And to a business problem, or business objective?

Terri: And if I sort of rephrase that it's kind of the difference between doing science for science's sake versus doing science towards a business goal?

Janelle: Exactly.

Terri: Okay, you know doing science for science's sake is a lovely thing, but I'm not sure that most organizations have that kind of resource available to them anymore. Back in the 50s and 60s they call it the glory days of big science, Dupont would have Central Research & Development working on amazing ideas. It was true for the big farmers, too. Amazing science going on.

I think the economy is in such a situation that we all have realized we need to take a little bit of a focus and I think that focus also can help us motivate both ourselves and the other people we want to be in the community to engage. Stuart Mader has a lovely book called "Wiki Patterns". And I think in the book, and I know in some of his later writings, he talks about having a barn raising. You talk about focus, right? What are we going to do today? We are going to go build a barn.

Well that's a little bit like we're going to go build a wiki, we're going to go build some other kind of tool and we're going to build it for this goal. We're building the barn for this family that needs it. We're going to build this wiki for this project so that it can really go after this particular client or go after this particular development opportunity. We've got a goal. Goals are very inspiring. So I think big science, free flowing wikis, that's all fine. I'm not sure most organizations have the resources to support that. I wouldn't outlaw it, but I would look to grow my social networking capabilities I think around more focused questions.

Janelle: One thing that Inmagic has seen working with a variety of companies across industries, it's seen a lot of market adoption of knowledge networks in the area of social libraries, to support corporate resource and research centers, membership development in associations and most recently in the area of innovation and IDM management. So in your research experience, have you see other application areas where this social library technology has produced or could produce significant adoption and business benefits?

Terri: Well, this one I'm just a reader on, but if I think about an issue of Wired Magazine back. It was one where Sergei Bryn's face is on the cover and he talks about how medical research is kind of on the verge of a huge shift where above the patients are more involved and engaged in submitting their symptoms and then creating these amazing databases, or libraries of information.

But also the ability for the different companies that have research projects in place to be able to combine that data and turn interested experienced outsiders loose on the data that they have to uncover different kinds of trends. It's one of those things that could change a lot and it could be lifesaving changes.

So you got both a sharing of information as kind of a baseline there, but then you also have given that information is now available more broadly, getting a whole lot of interested experts focused on that information So it goes back to the benefit of being focused versus just having kind of the pie in the sky approach. That's one of those things that could change everything.

Janelle: So what other thing that you've talked about Terri is how critical it is to prepare for expectations of greater democracy. What do you mean by that?

Terri: All right, well we've all seen Egypt and the other countries who are having democratic revolutions. And we've certainly seen reports about the role that social media has played in the ability to organize those processes. So certainly if you think about social media inside an organization, if the employees are sharing information, they're going to be more aware of decisions that are being made. They're going to have ideas, and some of those are going to be really good ideas about if you have a take on the situation, and they're going to expect to be listened to.

One of the things I think is interesting is because on the our normal lifestyle social network, like Facebook or LinkedIn, we post a question, we get answers. Right, that's just the way it works. And yet you go into an organization, you might post a question, and if it isn't an organization that's really taken this on whole, maybe you don't, or maybe you're told that's not your perspective and I think if a company hasn't made the decision that they're ready for this and they haven't helped the employees-again.

This goes back to the policy question, they haven't helped employees know what is and isn't on the table kind of, that the organization maybe we're conservative, relatively old school but we see the value of social networking. We're going to say we love social networking, we love the ideas that you guys are sharing. That said, hardcore corporate strategy is probably going to be still done with the top of your ship team. And we are very happy to take your ideas, but we may not have a chance to respond to all of them, so let's just be realistic about that.

On the other hand, if you aren't getting a response to questions or answers that you're providing that are within your span of influence, then something's wrong and we want to know about that, because we do want to be supporting that kind of elevation. That's a very different environment, where okay, I gave my idea to the senior leadership team, they didn't respond, and I understand why they didn't respond. They're probably getting 1000s of these ideas a day. It doesn't hurt my feelings. It doesn't de-motivate me from providing a good idea in the future.

On the other hand, if no expectation's been set, and I come in and I'm used to posting to LinkedIn, posting to Facebook, getting in a conversation with people of similar interest and I don't get that at my company, then the opportunity is going to be lost and that's a case where not only is this social networking effort possibly going to happen, but the next one will have a much harder time getting started.

Janelle: All right, thank you Terri. Appreciate you sharing your insights with us today.

Terri: Well, I loved the chance because I do believe in the sharing piece of my three practices.

Janelle: So for our listeners out there, once again, Terri's forthcoming book is "The Plugged In Manager," which Terri, you said should be out Oct. 16?

Terri: I believe so and we do have a page up on Facebook now.

Janelle: Okay and we'll include that in our post accompanying this podcast, so our listeners can check it out. And Terri I understand you also have a blog, if our readers would like to learn more from you?

Terri: Absolutely. It's at

Janelle: Great. Thank you. Once again, that is Terri Griffith, who is the Professor of Management at the Levy School of Business at Santa Clara University. Thanks, Terri.

Terri: Thank you.

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