Draiman's Plan for Job Creation

 

Draiman's Plan for Job Creation

 

Draiman believes that businesses – not government – are the chief engine of job creation and economic growth in LA. With a particular focus on small and innovative businesses, Draiman will focus on creating an environment that helps businesses to thrive by ending redundant regulations, simplifying the way small businesses interact with City government, and opening City contracts to the best qualified rather than the best connected.

LA’s strength and economic vitality are directly tied to the health and livability of its neighborhoods – communities where people can live, work and stay. Creating healthy communities and neighborhood jobs and investments, require careful planning and systematic implementation. Draiman’s plan will make sure planning efforts are coordinated and backed by sufficient resources to deliver results.

Improve LA's Position as a Global Technology and Education LeaderDraiman knows that continued job growth means supporting innovation and investing in emerging technology and talent. Draiman will support the growth of the technology industry in LA, giving entrepreneurs and technology talent the support they need to innovate, grow and stay in LA.
A campus for technological innovation
Draiman will accelerate LA’s growth as a global hub of technology innovation and start-ups, supporting the establishment of a technology innovation hub to promote collaboration and help technology businesses succeed. Google revolutionized the "technology campus" approach to innovation by providing a centralized work space with access to like-minded innovators, venture capitalists and, most importantly, to good transportation options and great food. Draiman will work with local businesses and investors to create a similar campus in LA. The campus will be close to multiple transit lines and bike infrastructure. Space will be available for businesses that focus on IT and green technologies.
Market LA for the next generation of tech employees and entrepreneurs
Draiman is committed to attracting and keeping the next generation of talent in LA. Working with private sector partners, Draiman will launch an annual recruitment weekend where the best and brightest from city and regional universities are brought to LA for an introduction to local tech companies and the city – to recruit and keep the talent here and out of Silicon Valley. Not just students from the City Colleges of LA, UIC, Northwestern, DePaul and other local schools, but also from Champaign, Purdue, Washington University, Ann Arbor and Madison Wisconsin. The weekend will be built around LA Ideas Week, LA's first annual week-long platform of ideas and innovation. LA Ideas Week will take place at venues throughout the city, featuring great thinkers, doers, and innovators from around the world, descending on LA to help us see the future and to shape it.
Create a “LA Workers of the Future” program
Businesses choose to grow in LA because of a diverse and educated talent pool. Draiman wants to ensure that more LA Public School high school students are given exposure to - and preparation for - viable college and employment options. He will establish a 'LA Workers for the Future' program that partners private businesses with LA's high schools and community colleges, giving students career-specific training they need to create a direct path from school to the workforce or higher education in their chosen area of study.
In addition to their regular course of study, students will have access to classes in technical instruction that will include a curriculum jointly developed with the private sponsor. Each student will also have a guaranteed internship with the program's sponsor between their junior and senior year, and will receive an industry-specific credential or certification upon graduation.
Invest in a skilled workforce that meets employer needs
Job training programs work when they are tailored to the needs of employers, but too many programs are disconnected from employers or the skills and requirements of the workplace. Draiman’s administration will conduct a comprehensive review of all job training programs supported by the City, and require that they are coordinated, have clear performance metrics and direct links to real jobs and employers. As part of the review, Draiman will meet with the CEOs and leadership of the major employers in LA and ask them straightforward questions about what they need from job training programs to hire and retain more LA workers.
Increase support to small businesses by expanding and enhancing the Small Business Improvement Fund
Sometimes, even the strongest small businesses need financial help. Today’s tough economy and highly constrained credit markets have been particularly hard on small neighborhood businesses, making it difficult, if not impossible to invest and grow. Draiman believes in the economic potential of these LA businesses and is ready to help invest in their future by expanding and enhancing the Small Business Improvement Fund (SPIF.) SPIF is a program targeted at small businesses located in TIF districts. The program provides grants up to $150,000 to qualifying small businesses to invest in their facilities. Draiman will increase funding for the SPIF program by $15 million annually. He will increase the cap on grant awards to $200,000, expand eligibility for LA businesses, and allow for progress payments to grant recipients as projects are implemented and reduce match requirements to address the difficulty that many LA businesses are having accessing credit to finance needed improvements.

Themes: Draiman's Plan for Job Creation

Draiman for Mayor of Los Angeles 2013

Draiman for Mayor of Los Angeles 2013
Y.J. "Jay" Draiman. - Candidate for Mayor of Los Angeles

YJ Draiman who ran last year for councilmen at District 12 in Los Angeles,

Draiman has formally filed paper to run for Mayor of Los Angeles – March 5, 2013.

Y.J. "Jay" Draiman. - Candidate for Mayor of Los Angeles

Draiman is an Energy Efficiency Advocate and the lead elected official with the goal of Energy Conservation for the Northridge East Neighborhood Council - NENC, from Northridge, California. Draiman is also the liaison between the NENC and LADWP. Draiman is known for his advancement of implementing Energy efficiency, Renewable energy and Water conservation in the Los Angeles Area. Draiman is promoting the theme of Made in America, bringing back Los Angeles's industrial base, increase employment and reduce government with fiscal responsibility. Draiman ran for Los Angeles City Council in 2010. A recent ambitious goal by Draiman is to create in Los Angeles an innovative renewable energy zone approach which will create 200,000+ new jobs with billions in investments over the next 5-10 years.

Draiman is a former Real Estate developer with over 20 year’s experience. Draiman has extensive experience in the deregulation of Utilities and implementing energy and water conservation.

In January 1996 Draiman was asked to run for U.S. Senate, but He declined.

Draiman is currently working on his PHD in energy conservation.

                  Draiman for Mayor of Los Angeles 2013

The Seven Responsibilities of Leadership

The Seven Responsibilities of Leadership
1. Set and achieve business goals.
In warfare, a military commander is given the responsibility of achieving victory against the enemy. In business, each executive at every level is given the responsibility to achieve specific, measurable business victories or goals. The inability to get the required results, and to achieve the goals in a timely fashion, is the primary reason for failure, frustration and firing at every level, in every company, large or small.
2. Innovate and market.
Apply the "CANEI Strategy" to your sales and marketing efforts. CANEI stands for "Continuous and Never-Ending Improvement." Never be satisfied. Look for new, better, faster and cheaper ways to market and sell your products, every day, every hour of the day.
3. Solve problems and make decisions.
Whatever title appears on your business card can be crossed out and replaced with the words, "Problem-Solver." This is your real job. In solving problems, think and talk exclusively in terms of solutions. Focus all your attention on the specific actions you can take to solve the problem. Forget about the past and who is to blame. Focus on the future and what actions you can take now.
4. Set priorities and work on key tasks.
One of your key responsibilities is to be working on your most vital task all the time and to assure that everyone who reports to you is also working on their key tasks. Always ask yourself, "What are my highest value activities?" If you could only do one thing all day long, what one task would that be?
5. Concentrate single-mindedly on the one activity that can make the greatest difference.
Write down everything you have to do before you begin. Set priorities using an "ABCDE" system. An "A" task is something very important. An "E" task can be eliminated altogether. You can only get your time and life under control to the degree to which you stop doing certain things. Practice "creative abandonment" with tasks that no longer contribute to accomplishing your most important goals.
6. Perform and get results.
Your ability to get results determines your pay, your promotion, your success and the respect and esteem in which you are held by the people around you. Ask yourself continually, "What results are expected of me?" Whatever your answer, work on these specific results single-mindedly. They are the major determinants of your success.
7. Be a role model for others.
This is perhaps the most important responsibility of leadership. One of the marks of superior executives is that they conduct themselves as though everyone were watching them even when no one is watching. Top people set higher standards for themselves than others would set for them. Perhaps nothing contributes more to unity of command than for subordinates to work under someone they greatly respect and admire. Your commitment to becoming a great person, and to demonstrating your values in your every act, is perhaps the most important quality of leadership.

The responsibility and obligation while in position of leadership

The responsibility and obligation while in position of leadership

Many words in the English language give definition to our conduct as individuals or to the conduct of organizations and agencies of government. Among these words are four that have special importance to those of us who care, have values and are interested in becoming men and women of character. The words are honesty, responsibility, leadership and public trust.
The world we have known has changed rapidly in the last 50 years. The changes were driven by the advent of high technology, instant media coverage and communications which changed the way our society earns its living. The evolution from an industrial society characterized by the blue collar worker, to a society that now makes money by managing information or providing service to others has produced rapid changes more profound than in any other time in human history. These economic/technological changes have also prodded our society to examine virtually every traditionally held belief and custom. In addition every organization, including government, continues to be scrutinized for its relevancy to this new way of earning a living.
I presume who, or what, is to blame for the confusion in today's society. I think it fair to say, however, that we have all had a hand in trashing our traditional values and institutions. It is paradoxical that high technology with all of its great promise to improve our lives, in fact, has been used as the reason for us to create a society that by any historical standard is troubled! Crime in all of its forms, including violence, is at epidemic proportions and the personal conduct of almost a majority of our citizens leaves much to be desired. Our basic institutions such as the family, school, religious institutions and government not only often fail to achieve their objectives, but sometimes, through their muddling, make the problems we face much worse!
In today’s environment it is difficult to overcome the temptations of self-indulgence and overcome the cynicism we have developed and the almost constant challenges to our integrity. Yet, for our own good and the good of our families, we have to examine some fundamental aspects of our lives.
In today’s society we must look beneath the surface of this simple question and throw out answers that suggest material wealth or power. These achievements tend to corrupt and in the final analysis, are meaningless. Instead think of your life as a statement to your children and others of what you learned is most important and enduring about yourself. Integrity, honesty, courage, compassion, fairness, justice, ethical behavior and kindness are the virtues by which you will always be judged as a leader, a parent, or a neighbor.
As a leader you must constantly be on the lookout, not to feel as if you become power itself, and think of yourself as invincible. You are in this position of leadership to serve the people honestly and with integrity. You have to serve as an example of true virtues. Do not let your position of leadership get to your head. People have nothing to fear but fear itself. We must overcome it.
In a world where the competition for economic success has blinded humanity to our values and the cost of economic success has blinded us from adhering to the true precepts of honesty and integrity.
When we are accountable for something within our power or control we are said to be responsible. Since humans have the capacity to make moral decisions, we also have the obligation to make correct decisions or face some consequence.
The concept of responsibility is universal. It is found throughout our human history and is prominent in the thinking of every tribe, village or nation that has ever existed. Responsibility became the anvil that society used to forge acceptable social behavior on the part of its members. It also became a yardstick used by individuals to decide whether their actual behavior matched what they knew was the right thing. This is called conscience.
All societies fashion laws, customs, rituals, religions and taboos to quantify and qualify levels of responsibility for each member or group. A child is not held to the same level of responsibility as an adult. An individual employed by the public is held to a higher standard of behavior than someone employed by a private concern. Although these groups must be held responsible as well, fashioning similar standards for corporations and governments has been more difficult. When people form a group, like they do in building an organizational entity, many of the usual social norms used to pressure individuals will not apply. The social pressure generated by peers, parents, neighbors, religion, and law do not have the same effect on an organization's behavior as they do on an individual. An organization, per se, does not have a conscience. The leaders of the organization provide the conscience of the organization.
Unfortunately, some leaders have concluded that the organization is immune from the usual social pressures, or that they can ignore these pressures while their questionable behavior continues. While this may be expedient or profitable in the short term, eventually most organizations that operate in this fashion lose the trust of the public and are eventually reformed or forced out of existence. This is part of the problem currently facing the corporate structure of our society today.
If the concept of responsibility is to work for nations, individuals or organizations, then appropriate actions must be rewarded and inappropriate behavior corrected or punished. Throughout history, understanding and accepting individual responsibility has been one objective of the legal system, child rearing and the teaching of the religious and education system. Individual responsibility was honored while individuals who did not act in a responsible manner were punished. Depending on the time frame, society used methods for compliance that were Draconian, such as hanging or shunning, forcing an acceptable level of compliance. Society has also used the similar disciplinary measures with rulers who were not responsible. In the case of the king, it was rebellion and beheading. More recently, in the case of Nazi Germany and Japan, it was virtual destruction. In regard to current standards of responsibility, one could argue the nations of Iran, Iraq and Libya are walking on thin ice!
While this degree of punishment on the part of our society might not meet the fainthearted standards of justice held by some "enlightened liberals," harsh measures have always made the point to individuals, organizations and nations that acts have their consequences. Responsibility in behavior is a concept that has certainly stood the test of time.
In North America, currently our different societies are having more difficulty with people, corporations and governmental organizations accepting, evading or denying responsibility. A recent survey by the Ethics Associations suggests that more than half of the present work force commits a serious ethical or criminal violation each year in response to what it claims is pressure on the job. I would not suggest this data, or the voluminous newspaper accounts of the unethical behavior of politicians, sports figures, movie stars, corporate executives and a whole lot of other people who ought to know better, indicate the problem has reached epidemic proportions. But, it has become a problem that needs to be addressed.
What makes the problem more vexing is that it seems more fashionable these days to find someone or something else to blame for our personal and organizational misdeeds. Wouldn't it be refreshing if someone at the White House, the Pentagon, the Congress, the Federal Bureau of Investigation, or the movie industry stood up and said, "I am responsible for that blunder, I am sorry and I'll try a bit harder." This would require character.
What makes the problem more vexing is that it seems more fashionable these days to find someone or something else to blame for our personal and organizational misdeeds. Wouldn't it be refreshing if someone at the White House, the Pentagon, the Congress, the Federal Bureau of Investigation, or the movie industry stood up and said, "I am responsible for that blunder, I am sorry and I'll try a bit harder." This would require character.
It could be argued that blaming others is perfectly normal. After all we are human, not angels! However, the good character we try to achieve cannot be attained by blaming others for our shortcomings, nor can individuals achieve lasting success in their personal or organizational lives by using unethical and expedient means while avoiding responsibility when they do wrong.
"The end never justifies the means" is an old cliché several generations seem not to have learned.
Responsibility is not something each individual has a choice. Shortly after birth you get it! You will continue to have more placed upon your shoulders as you grow older, smarter and more reliable. This will continue until your behavior indicates you cannot accept anymore. I hope when taking the oath as a leader you realized you were asking for double or triple the amount of responsibility carried by most other people.
We all know people who try to evade their responsibilities. Few ever fully succeed and most are eventually exposed and punished. Much of the punishment is self-inflicted. Other people may be denied employment, promotions, or fired from their positions. In areas where responsibility is impossible to deny, such as in a school or the athletic field, people who do not accept responsibility usually do poorly. In marriage, a lack of responsibility often leads to divorce, poor parenting and an overall miserable existence.
As a member of the leadership community, we accept additional responsibilities by the nature of our work. We also accept double the consequences if we fail. Responsibility is a pervasive, all-encompassing aspect of our lives. We must face that it is virtually impossible to escape responsibility as a leader – (be it government, corporate or religious, etc.) both on and off the job, particularly if we aspire to a position that requires a significant amount of leadership.
Wouldn't it be easier for us to say to ourselves, "I will be responsible, and I will accept responsibility no matter what the consequences? Period."? It doesn't take any more energy to accept responsibility than to evade it. By accepting responsibility for your character and behavior you must have the courage to be held accountable for your actions. You won't be able to blame mom or dad, the environment, your lack of money, your ignorant supervisor, or other people who just do not understand you. You will have to say, "It is my fault, and I'll try and do better next time." These are tough words to say. Nonetheless, once you are honest with yourself, there is a freedom that comes over you that is exhilarating! No more energy wasted in trying to convince other people you are something you know you are not! No more fear that someone will expose you as a phony. No more time wasted trying to find someone else to blame. No more shopping for the most impressive labels to help bolster your feelings of self-worth.
While this is simple advice, it often is hard to follow. Hell, we are human and we all make mistakes. Shake your head at your own stupidity; laugh at yourself if you can. Decide to try and do better tomorrow. The good Lord knows when I make these mistakes, the first thing I do is to look for the wife, kids, close family and friends. But as we get older and wiser, we realize that we are the problem, not them. Things are better now (but the damage has been done!). This is called being honest with yourself. It is healthy thing to do.
Just remember that individuals who want to be known throughout the leadership and community as people of good character always keep trying to improve themselves. You have to realize, and accept, that to be committed to a higher standard of conduct you will often be called upon lower your values to a more common denominator. You have to be willing to risk all that you have to maintain your commitment to a higher standard. If you are looking for an example of a "tough leader" this would be the type of individual who would best fit the bill.
There have been many articles and books written on the subject of leadership. Personally, I don't think the subject of leadership is that difficult or complex to understand? A leader provides direction, makes decisions, is at times inspiring or insightful, and most importantly, sets a good example for others to follow. To do this entire well an individual needs a commanding knowledge of the job, a strong commitment to the values of honesty, courage, compassion, truth and self-discipline. The leader also needs to be respected. Respect need not arise from fear, but rather from the fact that the leader has the sense to do the right thing and the will to make things happen. All of these personality characteristics allow an individual to objectively gather the facts at hand and make the right decision. Hindsight may later indicate it wasn't the best decision, but given the circumstances at the time of the event, it still was a decision made for the right reasons. This is all we can ask of a leader!
Leaders are made, not born! Leadership is not a gift of genetics, it is a combination of knowledge, personality, and habit--all of which we learn from parents, brothers and sisters, schoolwork, teachers, peers and from the other educational experiences during our lives. Leaders have moral courage, strong wills and an understanding of the concept of responsibility. They have a great deal of self-discipline, confidence in the ability of others and the self-assurance to let others participate in the decision-making process. It is quite possible that a leader not occupy a high position in life.
By contrast, the worst leaders I observed during my career were those who lacked self-confidence, didn't trust anyone and tried to micro-manage every situation. They considered themselves experts in every field and were fonder of talking than listening. Depending on their personalities, they either couldn't delegate or delegated everything. In either case, their strategy was designed to protect themselves above all else. These were not individuals with strong character traits. On the contrary, they were shallow people either hiding behind their rank, their Gucci loafers or their stylized hair cut. When something went wrong they looked for an excuse, a scapegoat or a cover-up to avoid being held responsible.
Yes, many lousy leaders we have all known did not realize that leaders have to take responsibility, sometimes for something they had no control over. Leaders, like ducks, get shot at and sometimes hit. The good ones accept this as part of the territory. The others usually claim they were in the restroom at the time of the incident!
Public trust, is defined as the faith the public has in organizations that are created to protect our basic freedoms. Examples of some of these organizations would be our courts, the military, the legislative and executive branches of government at all levels: public health, social services, and fire and rescue services, as weak as law enforcement organizations. Each citizen has an expectation that public organizations, and each member of the organization, will discharge their duties in a competent manner and not abuse authority granted to them by law. Not only does the citizen pay for these services, but they have relinquished some of their individual freedoms to ensure that the government has the ability to look after their well-being. Consequently, a sworn member of a law enforcement organization is held to a far higher standard of conduct than other public employees because they have been entrusted with great power. An abuse of this power always is a betrayal of the public trust and is seldom tolerated in a democratic society. Hence, the punishment of cops, FBI agents, DEA agents, prosecutors and judges who abuse the powers and privileges granted them by the public is always harsh!
Public trust is a precious commodity not only to organizations in the public sector, but to organizations in the private sector. To be successful in the private sector a corporation has to have the public's trust in the products it sells or the services it provides. Should this trust waver, or be lost, the corporation encounters a serious problem that may include being forced out of business. Why many well-known corporations would jeopardize public trust through their questionable business practices is very hard to understand. Was it demand to show greater profits? Ignorance? Or was it that they all thought the corporation was above the law and the scrutiny of the public? Squandering a company's reputation to make a quick buck is a very high price to pay for a lack of some employee's ethical standards and the lack of oversight of these individuals. Similar problems beset the public sector. Unfortunately, some government organizations do not treat taxpayers as if they were customers. Disrespect, rudeness, inefficiency and abuses of power by government employees are well-documented and not uncommon. Virtually every public organization has employees who abuse the power of their position at the expense of others. However, you can bet that the public, tiring of inefficiency and insensitive behavior of these individuals, will call for heads to roll.
Assuming responsibility for wrongful acts. My sense is that the best damage control is the truth. I would argue that truth is what has always worked best and is what the public wants to hear. Most of the population understand that leaders often run into difficult, demanding and complex situations. Occasionally, government personnel  will make a mistake and do something that may be a violation of policy or law, or perhaps, just a failure to use common sense. All the public requires to sustain its faith in the organization is that reasonable people within the organization give the matter serious consideration and take whatever corrective steps are required.
This takes moral courage on the part of the leader to operate an organization in this fashion. You have given up some of your control of the situation. You have possibly put your job on the line and the troops or the union may initially criticize you for not immediately and vigorously defending them. It is quite probable that a minority of the public will never accept your explanations or actions and will continue their criticism for a long time.
The bottom line is that taking responsibility is what leaders, and directors get paid to do. This is what being a leader, or a duck, is all about.
Tough words -- responsibility, honesty, leadership and public trust. They are even tougher to put into practice and blend into your own character. But if we are successful in building our character into a reflection of what those words mean, the personal reward is worth far more than the effort required. Peace of mind, respect, admiration and the ability to withstand life's curve balls are a few of the benefits of being a person of character. I am still working on my character, and believe me, I still have a long way to go. I hope you also think it is a worthwhile, lifelong endeavor.
Compiled by: YJ Draiman

World class renewable energy innovation enterprise zone revealed for Los Angeles – Proposed by YJ Draiman – rev.4

World class renewable energy innovation enterprise zone revealed for Los Angeles – Proposed by YJ Draiman – rev.4

YJ Draiman welcomes an innovative renewable energy zone approach which will create 200,000+ new jobs over the next 5-10 years.

An ambitious project that will transform the way universities, business and industry collaborate, and establish Los Angeles as a world leader in the research, development and design of next generation renewable energy technology, was announced today, January 31, 2011.  Spearheaded by the Draiman economic development agency, Draiman Enterprise, and National Technology Renewable Energy Zone, will be established in the city of Los Angeles with the Universities of Southern California Technology Innovation Development at its heart.

A large parcel of land will be allocated to set up the renewable energy enterprise zone site, which will be within the boundaries of Los Angeles.  There will be an academic center which will be transformed into a center of excellence for academic research, commercialization and industry collaboration.

The renewable energy zone initiative, which would span further than the confines of the City of Los Angeles and include Southern California, is expected to create 200,000 + new jobs over the next 5-10 years and give a boost to the Los Angeles economy through further industry academia collaboration and inward investment.

Draiman enterprise Chief Executive YJ Draiman said:  “This new vision of the Renewable energy Technology Innovation Center will be the cornerstone of Los Angeles Technology and Renewable Energy Zone.  YJ Draiman’s vision for The Renewable energy Zone is to provide a breeding ground for ambitious companies to harness cutting-edge research, access the best people and develop the products which will shape the renewable energy industry of tomorrow.

“Southern California has already claimed a place on the renewables map attracting energy heavyweights and pioneers in the solar and wind sector and we believe that by establishing this zone we will help reinforce Los Angeles position as a location of choice for the rapidly expanding renewables industry.”
YJ Draiman said: “The Universities in the Los Angeles area’s Technology and Innovation Center is a transformational project for Los Angeles, building on California’s great tradition of innovating new technologies and developments in fields; including energy and engineering while creating and supporting hundreds of jobs.  Through this collaboration, the aim is to quadruple the scale of research program investment in Los Angeles in areas key to economic growth by up to $10 billion + in five to ten years.  “And now, as an integral part of Los Angeles Enterprise’s new Technology and Renewable Energy Zone, which aims to establish Los Angeles as a premier location for inward investment into world-leading technology and renewables research and development, we have the potential to deliver huge economic and social benefits, not only in Los Angeles but nationally and beyond.”

YJ Draiman said:  “The Technology and Innovation for renewable energy zone will help transform Los Angeles and Southern California.  By capitalizing on our leading, industry-relevant research, the renewable energy zone will attract billions of dollars of inward investment to the city of Los Angeles, drive global businesses, create jobs, and support the development of our highly-qualified graduates and postgraduates.  “As a leading technological hub of Universities, they are committed to sharing knowledge to address challenges that affect every area of society, including energy, health, manufacturing and economics.  The renewable energy zone will forge new levels of collaboration between researchers, the public and private sectors to accelerate the pace of research and development and deliver benefit to companies, the economy and Southern California.”  The collaborative approach with the Universities, Los Angeles Enterprise and existing pioneering renewable energy leaders means that companies locating in the zone will have access to government support and some of the world’s best industry and academia in the fields of technology, engineering and energy.  The project represents a supportive government and business environment where companies locating in and around the zone may be eligible for additional support for job creation, innovation and staff development, delivered through various California Enterprise schemes.

When the need arises we will establish facilities within the existing Zone that offer temporary accommodation for prospective tenants until construction of the research center is complete or, if required, a purpose-built industry engagement building is created within the Zone.
Renewable energy Zone is designed to draw on Southern California’s existing competitive advantage by providing the right business environment for the renewables industry to continue to grow and further develop.  Recent announcements from industry leaders have reinforced Southern California’s position as a world leading city in solar, wind research and development.  A leader in energy innovation with unrivalled human and natural resources in renewable energy, Southern California is building on its rich history of oil and gas exploration and developing an infrastructure to cement its position as a world class location for international companies looking to invest in renewable energy and Energy efficiency.

YJ Draiman for Mayor of Los Angeles

How to build a culture of accountability

 

 How to build a culture of accountability

Firstly, let’s clarify what culture is?

Culture is embodied in the phrase “this is the way we do things around here”. More precisely, “what people perceive they have to do to fit in, be accepted and rewarded around here”? Culture is the sum of the behavioral norms of the workgroup, team, division or organization. It is relatively common to have different cultures between teams or divisions within the one organization. These are referred to as sub-cultures and they can range from being marginally different from the culture of the overall organization to being quite radically different. This has implications for not only understanding an organization’s culture but also for managing it effectively.

Why is culture important?

Have you ever tried to stay within the speed limit when everyone around you is driving at speeds well over the speed limit? The behavioral norms of a group can strongly influence the behavior of the individual. Culture defines the behavioral norms (accepted behavior) in a group, team, division or organization. In turn, behavior underpins the performance (what gets done, when it gets done and how it gets done) of the organization and perceptions (reputation) of that organization.

A Framework for Managing Culture

While managing culture requires a range of approaches and cannot simply be managed by dictating the culture you want, it is essentially about managing messages. The objective is to ensure messages are consistently conveyed through aligned behaviors (especially of key people), systems and symbols.

What is accountability?

The key concept is the notion of having a sense of ‘responsibility’ and a willingness to be ‘answerable’ to others and is the difference between a group and a team. In our experience, the most important factor in developing accountability is the quality of leadership and management (and this is the only aspect leaders or managers are really in ‘control’ of). Good leaders and managers generate high levels of accountability in their people.

Whilst organizations should plan to recruit the right people in terms of their willingness to be team players and be accountable; recruitment is only the starting point. The real key is what leaders and organizations do from that point onwards. Good recruits can be ‘lost’ in poorly lead organizations with unsupportive cultures. Many managers see accountability as being attributed to an individual’s values; therefore they blame the individual and underestimate their own role in creating an accountability culture. In doing this, a great opportunity to build a high performance organization is missed.

Responsibility is not blame

It is important not to mistake responsibility for blame as they are diametrically opposed concepts. Where one exists the other will not remain. Responsibility is the ability to make a response; it is future and action focused. Blame is past focused and is more about the ego – isolating people, teaching them a lesson, point scoring or making them feel guilty/bad than it is about accountability. Guilt and fear is not a good basis for developing accountability.

A Framework for Building an Accountability Culture

We see the steps in building an accountability culture as being:

1. Building trust as the foundation:

The four key elements of trust are

·        Openness/transparency (giving and accepting feedback, transparency in decision making)

·        Reliability (doing what you say you are going to do)

·        Congruence (saying what you mean)

·        Acceptance (acceptance of others and acceptance of differences).

2. Engage your people: meaningful involvement with alignment. Remember you can’t truly and sustainably motivate another person but you can engage them. It is through engagement that motivation will grow.

3. Ownership: once the first two elements are in place people start to ‘take’ ownership they start to think and act like owners. (As this happens the future possibility for selling down equity, as part of the firm’s succession plan, becomes a reality).

The level of accountability is directly related to the level of trust, engagement and ownership that exists within an organization. Certainly work at improving all levels simultaneously; however remember higher levels in the pyramid cannot progress any faster than the base they are built on, there are no short cuts. Without trust and engagement no performance measures and rewards will be particularly effective over the medium to long term you cannot buy accountability. The key to building a culture of accountability is to find a way to lead people without ruling them.

Accountability and Ethical Bankruptcy in a Financial Meltdown

 

 

Accountability and Ethical Bankruptcy in a Financial Meltdown

Economic pressures, fear of an uncertain economic future, keeping up with the Joneses, entitlement attitudes, and pure unadulterated greed are some of the excuses that have made the workplace more vulnerable to theft. As a result of the worsening American economy, The Wall Street Journal recently reported a surge in employee embezzlement and theft. Paper clips, copiers, office furniture, and billions of dollars taken are samples of the many and varied items employees feel compelled to take for personal use or resale. An accountant, recently embezzled $180,000 from a furniture company. When asked why, was quoted as having said, “To give my children what they wanted.” A municipal court worker took $131,000 over about a six-year period “to pay bills.”
The mind’s power to rationalize convinces us to believe what we want overriding our moral conscience. To tell oneself often enough and long enough that we need, deserve, have been cheated out of, victimized, are owed, each marginalizes our emotional and moral intelligence. Moral decisions should not be made in a vacuum. In other words, moral dilemmas ought to be made with critical thought and reflection. We are tempted to shut out the voice of conscience when our desires for gratification appeal. When faced with strong temptations of unethical behavior, I have heard the voices of my parents and grandparents say, “Joe, you be a good boy now, you hear.” Long deceased, their voices are still clear in the moral conscience of this 1960's teenager.

Within any business, governmental, and non-profit organizations, there ought to be a voice to remind people of their moral responsibility. The Sarbanes-Oxley Act (for public companies) and Federal Sentencing Guidelines (for ALL other organizations) call for an ethical culture. This places an imperative for ethics education and training for all in organizations. Obviously, organizational leadership has to first to step up to the plate to make this happen. Being reminded of the consequences of ethical misconduct affirms expectations and multiple costs. What are some ways to increase moral awareness?

1. Compliment associates on good character traits exemplified in their work.
2. Openly discuss ethical dilemmas.
3. Develop and conduct regular training on ethics.
4. Have associates to take turns teaching the ethics learning session.
5. Openly discuss ethical misconduct incidents. This alleviates the much of the gossip and rumor mill, which prolongs disruption.
6. Create an atmosphere of transparency.

7. Practice Accountability, Honesty and Integrity.

No one is one 100% ethical 100% percent of the time. However, it is prudent to be cognizant of behavioral patterns of ethical misconduct. As in a sitcom show it was stated to Law enforcement officer, in TV Show,” “John, you better nip it the bud right now.” These recommendations and other measures help to mitigate the costs of ethical misconduct for organizations, associates, and families, which can be substantial. The costs of ongoing ethics education are an investment in the ethical culture of your organization.

Comment:

It is interesting that your first three points all deal with actions that, I have observed, are NOT taking place in our society. One of the largest items not being discussed in the wake of our economic downturns are the immoral and unethical decisions that were made that led to the mess we are in. It seems if we were all more willing to engage in your point #2, openly discuss ethical dilemmas, then we as a society would be more willing to engage unethical behavior when we see it. We must not only discuss ethics, but practice it on a daily basis. There is no such thing as entitlement, everything and anything has to be earned. We have to insist on a higher level of morality.

Compiled by: Yj Draiman

Draiman - My quest to restore Leadership, Experience and Integrity to City Hall

Draiman - My quest to restore Leadership, Experience and Integrity to City Hall

YJ Draiman

Candidate for Mayor of Los Angeles (2013)

I’m not a politician. You won’t get politically correct doublespeak from me, just the plain facts. The plain facts are often disturbing and as a NC Board Member I’ve never been shy from revealing the sometimes ugly truth about the way the City functions.

Career politicians like the current have no interest in serving the public; rather, they use public office to serve their own interests and those of the small but wealthy cadre of greedy “special interests” who fund their campaigns in return for favors when decisions over controversial matters such as billboards and development have to be made by elected officials.

All too often, the City Council’s actions support the special interests at the expense of the interests of the ordinary people like you and me.

When common sense dictates that our already over-congested streets should not be further burdened by more high-density luxury condominium developments, current elected official’s side with the developers and contractors who funnel campaign contributions to further their interests. We need a Los Angeles with Financial Sustainability that is my goal.

My pledge is for a “City of Los Angeles for the people” not for the politicians and special interests.

Draiman for Mayor of Los Angeles

YJ Draiman files papers running for Mayor of Los Angeles - 2013 – Press release

YJ Draiman files papers running for Mayor of Los Angeles - 2013 – Press release

Motivated by the desire to serve the Los Angeles community and to hold City Hall accountable for it’s actions, I have decided the best way to accomplish my goal is to run for and become the next Mayor of Los Angeles As Mayor, it would be my duty and goal to not just protect the quality of life in Los Angeles, but to improve it.  More importantly, as Mayor I intend to protect and improve the quality of life for ALL the people of Los Angeles, not just a select few.

The most consistent complaint I heard from some residents of Los Angeles when I ran for City Council was that no one knows what City Hall is doing anymore. The good of the common people seems to have been lost in the process.  City Hall has become self-serving with little or no accountability, which is why I have adopted and will instill a policy of "transparency and accountability" in City Hall.  A government "for the people" must be held accountable by the people. 

One of my biggest goals would be to make City Hall account for every single cent spent. Some of my more specific goals are balancing the budget, encouraging economic vitality, preserving and improving the City infrastructure, protecting the quality of our neighborhoods, supporting our open space and bicycle trails programs, working with the Neighborhood Councils and the Chamber to encourage local, innovative green businesses, and proper Urban Planning for Los Angeles, among others.

Without question some will raise the issue of my not being a politician.   Quite honestly, I am proud not to be another well-polished, slick-oiled career politician.  At this junction of difficult times for most, I do not believe the people of Los Angeles would best be served by yet another politician.  What is needed is a Mayor who truly understands the needs of the common people.  What is needed is a Mayor willing to put City Hall in a glass building for all to watch while working diligently to serve the interests of the common people and not just the interests of a select few.

While I am not a politician, I am proud to state I am a family man. I am married to a darling wife for over 40 years, we have two grown children – my oldest son is David Draiman a famous Rock Star with a Band by the name Disturbed, my younger son Benjamin Draiman is a Psychologist doing research and playing music.

Current Elected Member of the Northridge East Community Council 

I am currently working on my PHD in Energy Conservation.

A dedicated family man with an extensive business background including but not limited to mechanical engineer, healthcare administrator, real estate developer with neighborhood gentrification, project manager of a major 5 star hotel construction,  operator of a chain of retail electronic stores, reseller of deregulated energy sources,  energy efficiency implementation, utility audits and consulting services.   

I have over 25 years experience in energy efficiency. I am a strong proponent of Energy Independence.

I am looking forward to being elected and serving the people of the City of Los Angeles.
We must work together as a cohesive force to improve our city.
“Transparency and accountability is my motto”

Draiman for Mayor of Los Angeles   -  http://www.draimanformayor.net/

“A vote for DRAIMAN is a vote for you”

WAKE UP, ANGELENOS!

WAKE UP, ANGELENOS!

Wake up, Angelenos! It's not too late to knock a really big dent in our Los Angeles City Council—specifically among those incumbents running for reelection on March 8—all of whom can be included among our "leaders" who've helped preside over our City's spectacular accumulation of ever larger debt while guiding us in accelerating decline toward Third World status.

The trick available to us is somewhat radical, but only we voters can make it happen.

I propose that we should—each of us voters Citywide no matter of what political stripe—on March 8 vote ALL City Council incumbents then up for reelection OUT by voting IN whichever challengers we each may choose in our respective Districts.

THE “INS” OUT!   THE “OUTS” IN!

It's that simple.

It's hard to get rid of incumbents. Usually they have some kind of magical lock on most of the money spent in elections, certainly local elections like ours. The challengers are usually way behind when it comes to money.

But guess who has all the votes? You and I! It's for us to decide things despite whatever monies are spent.

Let's do it differently this time. Who needs more of the same old thing? Just about any challenger is better than the incumbents we have up for reelection.

Throw ALL of our Los Angeles City Council incumbents OUT!

THE “INS” OUT!   THE “OUTS” IN!

YJ Draiman officially running for mayor of Los Angeles - 2013

YJ Draiman officially running for mayor of Los Angeles - 2013

I am motivated by the wish to serve the Los Angeles community and protect our quality of life.  I have the skill, experience, long time community involvement and personal commitment to lead the city.  I will work hard to preserve residents’ priorities and the city’s coffers, during the difficult financial times ahead.  Some of my more specific goals are encouraging economic vitality, preserving and improving the City infrastructure, protecting the quality of our neighborhoods, supporting our open space and bicycle trails programs, working with the Neighborhood Councils and the Chamber to encourage local, innovative green businesses, and proper Urban Planning for Los Angeles, among others.

I previously ran for City Council in District 12.

I decided that to do the job right I must run for Mayor.

I am an Energy/Utility Auditor/Consultant for over 20 years.

I am planning on completing my PHD in Energy Conservation in 2011

I am married to a darling wife, we have two grown children – my oldest son is David Draiman a famous Rock Star with a Band by the name Disturbed, my younger son is a Psychologist doing research.

I am looking forward to being elected and serving the people of the City of Los Angeles.

We must work together as a cohesive force to improve our city.

“Transparency and accountability is my motto”

YJ Draiman for Mayor – 2013

WEB:  http://www.draimanformayor.org/