Meetings Are Excuses To Fail

I've attended a lot of meetings in my life. Actually, I've attended several life times worth. As a human resources leader, work is filled with "important" meetings and "critical" meetings and "high impact" meetings and just about every other cliche label for a meeting that you can think of.

And they're all lies.

Meetings Are Excuses to Avoid Work
Almost every meeting I've ever been to has been a complete waste of time.

Let me say that again...almost, every meeting I've ever been to has been a complete waste of time.

Harsh? Out of touch? Sour grapes?
Not at all. I'm not angry. I just don't want to waste so many hours of my life listening to drivel that should be shared in an email. Most meetings are "updates" or "report outs." 

Why in the world are we paying everyone to walk to a conference room, sit and chit chat, listen while every one takes turns giving updates, and then more chit chat, and finally a long walk to another conference room to do it all over again?

What in the world has happened to the modern world of work that we have convinced ourselves that report outs = work? Seriously?

It's All New to Me
I didn't always feel this way. I used to average between 25-30 meetings every week of the year. I thought I was "super busy" and "going hard" each day. What I was actually doing was wasting 20 or so hours each week doing nothing.

Nothing.

NOTHING.

It comes as no surprise to me now as I help organizations take their performance to unimagined levels of success, that the meeting trap always gets in the way. The leaders constantly have to "run to a meeting" that adds zero value to their revenue, expense management, or furthering their culture.

How About You
When was the last time you completely eliminated a long-standing meeting that no longer added value? When was the last time you ensured only one member of your team attended meetings (versus the "key" people who really "should be there"?) When was the last time you said no to a request to attend a meeting? 

Or, is it simply safer to go to meetings and use your busy schedule as an excuse to be a failure?

It's 2018...we're better than that.

I'd love to hear from you.

No Excuses.

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Awkward Impact

"One of the greatest challenges leaders face is to communicate the thought in their head without offending everyone listening to them share it."
- Jay Kuhns

More Than Perception
The phrase "improve communication" gets thrown around so frequently, I'm not sure those who complain about it even know what they're asking for. The intent is sincere, but communication is far too broad a term to actually drive change.

I'm convinced more than ever that one of the main culprits of poor organizational communication is the abysmal delivery of "the message" from some members of leadership.

Usually the intent is on point, yet their awkward delivery (often completely unaware of their impact) not only creates problems, it undermines their credibility.

Let me say that again...they undermine their own credibility...and don't even realize they are doing it.

To themselves.

You Have to Internalize Feedback
For those leaders fortunate enough to receive constructive criticism about their ineffective style they must do one very important thing...

Listen!

Feedback, particularly in these instances, truly is a gift. Do not attempt to justify "what you meant to say" or "blame the offended person by claiming they are just too sensitive."

It's not them. It's you.

How About You
We have an obligation to support these struggling junior leaders, regardless of their age or years of experience. 

Junior leaders are those that have not matured in their leadership skill set yet, and need the honest feedback about the negative impact they are having on the team.

I'm all in to help. How about you?

I'd love to hear from you.

No Excuses.

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Violator

Who is the negative disruptive force in your organization? You know the one...they violate every value you have posted on the wall and espouse in new employee orientation. 

Can you picture them?

You're Too Slow
How long did it take for you to see their face in your mind? Three seconds? Maybe, one second?

Why are they still there? How could someone that negative, that you identified so quickly, possibly still be employed with your company?

That makes no sense to me.

You realize your employees know you haven't taken any action...so you're losing credibility while you're reading this post instead of doing your job, right?

Now
Stop reading. Earn your leadership pay. You do more than attend meetings and approve payroll. You have to get into the difficult work of confronting...yes, confronting... behaviors that do not jive with your corporate culture. 

It's not easy. In fact, it can be downright stressful. So what? Your employees, your organization, and candidly, for your own sense of self-respect, you need to get on with it.

Remove them from your organization today.

How About You
Make the decision to step up and build the team you want to have, not that you "inherited." That lame excuse works for six months, then guess what? They are your team.

What are you waiting for?

I'd love to hear from you.

No Excuses.

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No Flexing = No Respect for HR

"HR needs to be more strategic."
"HR won't get any respect unless they focus on more strategic issues."
"HR shouldn't focus on the details...we need to be a strategic partner to the rest of the business."

Calling all HR leaders!

If you are not able to flex between strategic thinking and executing at the tactical level you add no value. Yes, I said it. You add no value whatsoever.

No Grease for the Squeaky Wheel
It seems the last 20 years of complaining about being strategic players has moved HR farther away from being strategic.

You heard me correctly. 

We've spent so much time avoiding executing on strategy and instead spent all of our time talking about it.

Harsh? Maybe. Accurate? Yes.

Roll Your Sleeves Up, Build Your Credibility
Before you all get upset with me, calm down and consider these questions:

Who makes sure strategic plans actually get implemented?
Who takes the lead to ensure the goals get accomplished?
Who understands the systems and processes and their impact on workflow?
Who is actually taking responsibility to fully execute the plan?

If you're delegating these tasks without staying connected...you're delegating yourself out of a job.

How About You
Are you so caught up in the world of "HR Leader-speak" that you've forgotten that there is also "HR-get-the-work-done" too? Dive into a project today. Get your hands dirty. Role model for your teams that you are not above it all. It will make a bigger difference than you realize.

I'd love to hear from you.

No Excuses.



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Faster Than A Bullet

For most of 2013 I used a certain phrase almost daily: "just keeping it real." I like that phrase a lot. Looking back I realize I used it intentionally, and publicly, as a tool to let others know that I was going to address issues that seem to be happening right in front of me, but that for some reason others chose to ignore.

Outcomes Aren't Everything
So much of the work I'm responsible for, and maybe for you too, is based on outcomes. Did we meet the goal? Have the numbers improved? Are we able to measure our progress? These questions are essential parts of moving our organizations forward; however, there is a missing piece of the leadership equation that dramatically impacts credibility and is not typically measured.
 
"A lack of realism today costs credibility tomorrow."
- John C. Maxwell

Unless you're a politician making empty promises on the campaign trail, your vision for the future is rarely reexamined once time has passed. We can get excited about where we believe the company is headed, but a scorecard is not often used to compare our vision with what everyone knows is true right now.

Let me restate that...the people around you are keenly aware of reality. Too many grand statements about the future can sound like empty promises if they are not linked to the reality of how your organization operates today.

Real Is Good
Like all of you, I want to help my organization continue to improve both for the customers we serve (in my case patients), as well as for the employees who work here. As I think about the words I say, the vision I have for moving both HR and the company forward, and the responsibility I have as a leader, it seems to me that the more I "keep things real" the greater degree of credibility I will have in the eyes of those around me.

Sometimes real may not be positive, or trendy, or fun. But real is honest; and I would much rather be honest with the employees in my company than get all caught up in my own rambling stories about how things will be...someday.

How About You
If you're not keeping it real, your credibility is disappearing faster than a bullet. What words do you use in the workplace? Are you forever talking about the future, your vision, and how things will be? Or, have you decided to get real, and build that grand future from where your employees are actually experiencing life in your company?

I'd love to hear from you.

No Excuses.



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The Thing That Should Not Be

The world of leadership is filled with many things. Grand mission, vision and value statements adorn the walls of our organizations. We send internal press releases to keep our employees "engaged" and "informed" about what we feel comfortable sharing with them.

It's as if we have mastered the art of convincing ourselves that if we do what "we" feel is right, that somehow that covers all the bases. 

Here's "The Thing"

I continue to be amazed at how much attention I get as a leader in my organization. Over the years I've come to appreciate the "attention-by-default" circumstances that leaders find themselves...but it is still somewhat odd. At least if feels that way to me.

The end result of being in the leadership spotlight is that our behavior, above all other things, matters most. Not the important words on a piece of paper...not the press releases that say how wonderful we are...and certainly not the well rehearsed speeches that help us stay "on point."

Our behavior alone dictates our credibility.

The Thing That Should Not Be

My take on leadership behavior comes down to a simple list...

- Never discriminate against anyone. Ever.

- Never take anyone on your team for granted.

- Never assume people are "okay" simply because they responded that way.

- Never be afraid to take risks and show others that it is appropriate to do so.

- Never underestimate your power to build the brand of your organization.

- Never stop learning.

How About You

Do you see leaders saying one thing, and yet behaving differently because "the reality of operations" requires it? Are the public messages in your company inconsistent with the decisions that are made in the name of "making breakthrough progress?"

I think it is time for us all to take a collective step back and evaluate if we truly have our messages and behavior aligned properly. What do you think? Your credibility could be riding on it.

I'd love to hear from you.

No Excuses.

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Succession Failing in Three Easy Steps

Change is good. If it's a change for the better. Are you with me? The world of work is changing so rapidly that I'll be honest...sometimes I barely have enough time to process the changes taking place, let alone evaluate whether or not they're actually good for my company.

Change Requires Leadership
One of the changes that seems to be on the rise in the world of work is new leaders emerging, experienced leaders moving on, and at some level a renewed sense of confidence that the economic disaster of the last few years is actually moving from the present to the past.

Those changes, at least at face value seem to be good, right?

In taking a closer look at leadership changes however, several key issues quickly emerge that must be addressed if change is going to be successful.

1. Are the new leaders experienced enough to lead your organization through the upheaval that significant change triggers?

Simply being excited about a new role, and maybe even bending the CEOs ear regularly does not equate with being effective. That can actually be disruptive. Leaders, now more than ever, need to think beyond their circle of contacts and team members and stay focused on the organization in it's totality. Not an easy task, but absolutely essential if the new leader is going to be taken seriously and get the results they need to produce.

2. Are the new leaders willing to listen to their colleagues vs. bulldozing their way to the perceived goal?

A common pitfall for new leaders, particularly at high levels, is that they feel tremendous pressure to prove their value and that they deserved to be placed in their new position. What they so often miss is the incredible opportunity to listen and learn from their peers, direct reports, and external network. 

Showing others that you are open to feedback and will adjust your approach based on the trust you have in the team builds far more credibility than forcing an initiative through without engaging those around. After all, the people are the ones that execute our plans!

3. Are the leadership transitions in the organization done thoughtfully, or is it a free-for-all?

Infusing companies with fresh ideas and new energy is always a good idea. The challenge for companies today is to balance the changing of the guard with the perception that change is occurring simply to change.  

Moving out leaders who no longer embrace the vision or culture of an organization is not only recommended, it is expected. Caution must be exercised however to ensure there isn't a hidden agenda behind those transitions.

How About You
What do you see happening in your company? Is the succession process morphing into a tornado of change; or, are the changes you're making helping your organization become the best of the best? Remember, changes for the best are always good ideas.

I'd love to hear from you.

No Excuses.



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Team Building Fail

One of the hidden failings of leaders comes disguised as a perfectly legitimate request of the human resources team:

"I'd like for HR to do some team building for my employees."

Now you may be wondering how this seemingly normal, and perhaps even complimentary request could be considered a failing on management's part. Well friends, more often than not this is an epic failure.

Dig Deeper

Before any team building session is conducted a series of questions need to be asked in order to ensure the needs of the group are identified, the challenges they're currently facing are clearly articulated and the desired outcome of the leader making the request is made clear.

What often comes to light during this process is that the behavior of one or two employees is the real problem. The group is not in need of team building at all, in fact a program that is promoted as a team building exercise may backfire on the leader because it won't be a secret to any of the employees as to what is really going on. 

Step Up

Credibility is the primary issue at play in this situation both for the struggling leader and now for Human Resources as well. Here's the problem...because the leader doesn't have the courage to do their job and hold the problem employees accountable for their behavior, the entire group has to  participate in a team building program they don't want or need.

"Everybody knows who the problem employees are, and everybody knows the leader looks weak as hell by not doing their job."

Maybe it is fear of confrontation, or maybe they just don't understand what is really going on, but in the end it is the leader whose credibility suffers; and, if HR agrees to provide the team building in that scenario their credibility will be compromised too.

Say no to team building, and provide real employee relations support to the leader because that is what they need from human resources.

How About You

Do you jump at the opportunity to provide team building thinking that the leaders in your organization believe you're the best? Before jumping on the 'HR-Ego-Express' you better ask some questions first. I'll bet you that the leader definitely needs your help, but not in the way they think they do.

I'd love to hear from you.

No Excuses.

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Noise Pollution

"It's time for a reorganization."
"I want to develop a whole new strategy."
"What we need around here is a fresh perspective."
"I just wish our HRIS could meet our needs."
"My employees are driving me crazy."

And on, and on, and on. I have three kids who can get pretty noisy. But the noise (read here => excuses) I've heard generated over the years blows away the decibel level at my house.

It's time to stop complaining, start adjusting, and get to work.

Noise Erodes Credibility

One of the challenges so many leaders fail to recognize is the thin line between advocating for themselves or their areas of responsibility; and the perception that they are too focused on criticizing  instead of finding solutions. Can I tell you where the balance point is between the two? No. But like so many other things in life, "I know it when I see it."

Results Are Better Than Excuses

Regardless of how a leader figures this out, one thing is for sure: focusing on the business impact of a problem versus the appearance of being too emotionally caught up in the details is essential. I'm not suggesting you suppress your feelings about your stance on an issue; I'm simply stating how important it is to remain in control and avoid looking like this guy.

How About You

Do find yourself contributing to the noise pollution in your organization? I hate it when I realize I'm doing it too. What do you do to cut down on that noise and start making progress?

I'd love to hear from you.

No Excuses.

3 Steps to #NoFear

This is another post in the continuing #NoFearHR dialogue between Mike VanDervort and me discussing social media and it's impact in the workplace.


Mike,

I really liked your last post and the five questions you offered to help leaders engage in meaningful dialogue with their Executive teams about social media. I think our colleagues will be able to start using them right away. That's good stuff.

I'd like to take a little detour to address an important question that I feel must be answered before we can go any further. How do our HR colleagues get the credibility to even have those conversations in the first place? Not every HR leader out there has a strong working relationship with their respective Marketing Departments which is a shame. Marketing is often the first place where going social is accepted, even if it's only from an awareness perspective. A solo leader trying to demonstrate social media's value can feel very lonely without internal support.

Tools, Relationships, and Questions
I recommend that the HR leader take three important steps before posing the questions you've suggested Mike:

Step 1 - Make sure you understand and use the social tools you're going to be asking the questions about. This may sound simple, but I've recently had the experience of candidates telling me they are "experts" in social media but didn't have a twitter account. Unbelievable!

Step 2 - Build the internal relationships necessary to demonstrate that you are not a rogue leader jumping on the newest bandwagon. As the relationships grow stronger internally it will be much easier to build the business case necessary to execute on a social media strategy.

Step 3 - Now ask those questions from a position of strength => big difference as compared to going it alone!

What About Others Experiences?

Despite the fact that social tools are being discussed constantly Mike, you and I still see many organizations that are struggling with how to get their formal social programs off the ground.

I wonder how we might meet the needs of those leaders who need more support than just testing the tools and hoping for the best?



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