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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The Idiot Box

Every place I've worked has tried new things. The brain-trust would get all fired up (including me) about new ways to organize work, communicate, and launch innovative ideas to differentiate the organization from the competition.

Every single one.

Think Outside the (Corporate) Box

I have a very different perspective on corporate life now. My job is to help companies take their brand to a world-class level which results in attracting talent that is also world-class. That approach requires the innovative thinking I used to talk about... a lot.

The challenge with innovative thinking inside the company is that there will forever be a set of norms, political realities, and tolerance for true candor. I'm not saying it's right or wrong, I'm simply telling you it's there.

Don't tell me your shop is different. It's not.

You're Stuck in Your (Corporate) Box

Are you upset with me yet? Consider this...

How many disruptive leaders have you retained over the last five years? Did you identify them as someone who was pushing new boundaries and challenging traditional norms (that you had convinced yourself were the 'proper' way to be a member of 'your' company?) Or, were they labeled as not being a 'team-player' and sent on their way (or worse, felt they needed to leave) because they were no longer a 'good fit'?

Gotcha.

It's Lonely Outside the (Corporate) Box 
Here's the tough part for those of us that have dared to step outside the norms and (barely) lived to tell about it. 

It's lonely as hell. 

The obvious challenge is that while we may see the changes that have to be made, we must also balance the pace of change with the reality of the corporate culture.

If we push too hard one day, it may be a bit awkward when we're sitting next to our colleagues ten more times the same week in an endless stream of (productive?) meetings.

How About You

You're not an idiot. You know the perils of finding your voice and pushing the boundaries and norms of your organization. You know you will be criticized, questioned, and challenged in a very serious way. You also know you're doing the right thing.

Leverage your network and trusted external resources for support. Sometimes those that can help you break through the internal self-talk that keeps your company safely it in it's little box, are not on this inside at all. Does your organization believe it's own press releases about being innovative and a good place to work? Who exactly is saying that? I bet it's not you anymore.

I'd love to here from you.

No Excuses.

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#DisruptiveHR

Making the commitment to change the culture of an organization is a bold step. It requires the courage to publicly say that you are not satisfied with how things operate today, and that a change is not only on a wish list, but that it is now mandatory. That is a bold step.

Leaders First
I've had the opportunity one other time in my career to embark on an intentional culture change initiative. It was a long process that ultimately resulted in the desired change. Lots of hard work, and new behaviors particularly from leadership, were the key drivers of the shift. From my perspective, the employees were eager to improve the company, they simply needed leadership that not only articulated the desired change, but simultaneously included the employees while they proved they could walk the walk. Many leaders struggle with this balancing act.

HR's Role
One of the great advantages of working in Human Resources is that we see the entire organization, not just the "department" we're assigned. Couple that perspective with the insight we have from dealing with issues across the enterprise and suddenly human resources is perfectly positioned to be an effective disruptive force for change.

Let me say that again...

"Human Resources is perfectly positioned to be an effective disruptive force for change."

When was the last time you heard that? More importantly, when did you believe it? Never, that's when.

Next Steps Are Hard
As the journey begins it is essential that HR leadership buys in to the vision of how great the organization can become. Not because they're supposed to, but because our organizations are full of bright employees who can see through bureaucratic doublespeak faster than an old school command and control leader can spit it out.

If HR is going to play a central role in the change effort, then HR has to change how it normally behaves, works, interacts, and challenges others. That can be scary. Welcome to the real world! Positive change does not come about because we all simply work harder.

The results we want to achieve are realized because we literally change how we work. Are you able to stop preaching about change and start adopting it in your HR practice?

If the organization is going to achieve the results necessary, human resources (and I submit all of the leaders who plan on staying with the institution) will have to change. The status quo + maximum effort is no longer a viable option.

How About You
Do you see yourself as a disruptive force for change? Or, do you see yourself holding others accountable for not buying into the culture change initiative using your same old approach?

I'd love to hear from you.

No Excuses.



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Symphony of Destruction

The following rant is brought to you by...well...me.

Time for a moment of self-disclosure: I love all things iPhone, iPad and using e-tools to get my work done. Integrating multiple email accounts and calendars along with note-taking apps to eliminate the almighty pen and paper make me absolutely giddy.

Sad, I know.

Alarm Clocks In Meetings
Although I love my tech toys, you will never, ever, ever hear them in the workplace. Why? Because I'm at work! However, it seems that many (read here -> all of humanity) believes that setting an alarm for every little task, meeting and incoming and outgoing email is somehow respectful.

Really? Are you kidding me?

"If I bring my alarm clock to a meeting and have it go off 15 minutes before my next meeting would that be okay?"

How About You

Are you so excited about your new fangled gadget that you just love the little sounds it makes? Do you also get annoyed when people talk during meetings off to the side because that is disruptive and rude? Really? Time for a reality check folks.

I'd love to hear from you.

No Excuses.



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