On the Brink of Lies

"I've had enough of her...get rid of her today."

"We're fallen behind schedule...someone is going to pay!"

"That's ridiculous...go writer her up now. Right now!"

"That's why I have you here...to keep me out of trouble when I have to take action."

"We've lost confidence in you..."

"You're no longer a good fit..."

HR Leadership is Hard
I don't know how many times my colleagues have told me the following..."I could never do your job." 

Wait, what? Is HR that horrible? Is it so pressure-packed that our friends and colleagues can't even imagine sitting in our chair?

Wow.

So, why then do we put ourselves through that pressure-cooker? Why do we put ourselves out there for all the world to see (and sometimes criticize) and frequently thank us for helping them through difficult issues or projects?

I used to have very HR-ish sounding answers, full of cliches and jargon, blah, blah, blah. I don't think I feel that way any longer. 

As I...ahem...grow more mature in my career...my answer feels different than all the HR-speak I've pumped out for years.

Something Bigger
HR leadership is not the only difficult role out there. And guess what? I've told my colleagues I would not want to do their jobs either. Have you caught yourself saying the same thing?

Be honest.

Leadership to me...HR or otherwise...done authentically, honestly, and frequently with a mouth full of humble pie has to be done deliberately. It has to matter to us as individuals. Of course we want to make our organizations better. Of course we want to create an environment where people want to work and feel as if their contribution to the world matters.

Leadership...for me...is about doing something that is bigger than me, and staying committed to that, even when times get tough once in a while.

I've never heard of any effective leaders that didn't face significant problems in their careers. I'm no different.

But when leadership means doing something bigger than yourself, you don't quit. You don't deflect responsibility or run for cover. You pick yourself up, get your game-face on, and you own every damn bit of the problem. Only then, can you make the course corrections necessary to be successful.

How About You
Which leaders do you look up to? Have their careers been perfect? Have they always made the right call? Or, do they mean so much to you because in spite of their missteps, they never quit? Ever.

I'd love to hear from you.

No Excuses.

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Recruiters Talk to Candidates, Right?

No, I'm not joking. There are some organizations out there that believe a recruiter's job is to wander around in the ATS, find applicants that match minimum job requirements, and forward those resumes to various hiring managers.

Well, friends, that is not recruiting. That is simply embarrassing.

(extra long pause here for those of you frantically wondering if this is how your recruitment team operates)

Seeing It Differently
For many traditional human resources departments, and in particular #HealthcareHR teams, the notion of sourcing, screening, and actively recruiting...is something that they don't have to do. 

Their organizations believe they are so special that they can just blindly meander through the flood of applicants and eventually find viable candidates. 

This simply can not continue if quality patient care is actually a priority for the organization. 

An outdated and poorly trained "recruitment" team is unacceptable in the competitive healthcare industry.

Stop With the Ancient Excuses
Many of my colleagues in the #HealthcareHR space cling to old behaviors, wasteful strategies, and tired excuses as to why they can no longer find talent.

Consider the consequences of their ineffectiveness:
- rampant use of expensive contract labor
- excessive overtime
- low morale due to persistent staffing shortages
- patient diversions due to the inability to fill critical positions
- lost revenue

It is (far beyond) time for massive changes in how human resources positions itself. There is no more important part of the organization when one takes into account the devastating impact of staffing shortfalls.

No one should stand in the way of a high impact talent acquisition strategy.

No one should deny that unless healthcare organizations compete in the most contemporary of ways they will struggle, and ultimately fail.

No one should assume they have greater authority over the work that HR must deliver on in the name of "protecting the brand" or "worrying about social media."

Good God, it's 2017. If you have anyone pushing back using these excuses you have every right to run them over with the reality of the business case that ensures organizational survival.

But first...

How About You
...but first...you must step up your professional game and embrace the strategies that work in today's digital world. The old approaches you've used for so long, that are failing miserably, must be let go.

Reach out to a trusted friend, colleague, mentor...me...to get the support you need. There isn't any time left to wait.

I'd love to hear from you.

No Excuses.

Be Positive Everyday? What?

Leaders...um, I mean people... are negative, and cynical, and snarky...and apparently that seems to be an appropriate excuse for behavior that never seems to change.

Our leadership colleagues lament the never ending struggle to build the right corporate culture that has high levels of engagement, strong retention, and breakthrough performance from the team.

...and they will continue to lament...because that's what most ineffective leaders do.

Your Team Is Not the Problem
It's fascinating to watch and listen as leaders spend massive amounts of time and energy trying to "figure out" their employees. 

Their excuses reign supreme:
- millennials
- old-timers
- ungrateful staff
- too new
- don't understand how things are done here
- not a good fit for "our culture"

As the leadership mob-mentality picks up steam, I typically either have to excuse myself to laugh in the hallway, or my eyes roll so far into the back of my head I black out for a moment.

The issues facing organizations today have little to do with figuring out employees. They have everything to do with leadership changing. Quick show of hands, how many leaders like changing their style to help their organizations compete and win?

None is the answer. Absolutely none.

Excuses for Everyone
The tricky part here is that many leaders talk about change, bang their fist on the table to show how committed they are (in the conference room, not in front of the staff), and generally make sure they have the current lingo down so they can appear as if they are in full control of what needs to be accomplished.

Well, I have to tell you...I don't believe a word of it.

When leaders bring a consistently positive approach to their work, employees notice.
When leaders bring a nonstop flow of energy to their work, employees notice.
When leaders power through difficulty and include the team, employees notice.
When leaders acknowledge that they are the root of the problem, employees notice.

How About You
What do your employees notice about you? Do they feel like some sort of science experiment that you are trying to figure out? Or, are you the rare blast of positive energy that they are longing to follow?

I'd love to hear from you.

No Excuses.

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Body Count

The talk about corporate culture is at an all time high. Just about every CEO lies...ahem...claims their people are their most important asset.

Really? I'm calling B.S. on that...and these questions explain why.

The Questions
- How many "good" people have left your organization?

- How many times do you need to hear complaints about misbehaving leaders before you are going to take action?

- How many departures will it take before the egos and 'survive-at-all-costs leadership styles' are cast aside to make a real difference in your culture?

- If you're not going to take action...what exactly is your job?

The Only Answer
If you have a list of answers to the questions above and did not take action...well..you have failed. You'll have to get in line behind me though, because I was there too!

Not anymore.

Do what's right. Today.

How About You
Are you tired of looking at yourself in the mirror at the end of a long and complicated day knowing you should have taken action but didn't? How many bodies need to pile up before you do something?

I'd love to hear from you.

No Excuses.

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Consequence

Consequence.

...something that happens as a result of an action...

First Thought
When I think about "consequences" I typically jump to a negative conclusion.

"Ken is being disciplined as a consequence for his error."

It's almost as if those of us in leadership naturally assume we have not made the error. It is always someone above or below who has stumbled. 

Really? 

Quick poll question:  ...all those who are perfect please raise their hand...

Anyone? Anyone at all?

It's (Almost) Always the Leader's Fault
What if we made a conscious decision in our organizations to frame every single problem in terms of how effectively the leadership team did the following:

- clearly articulated the vision and plan

- set expectations in a public setting so every team member could ask questions and understand

- reported regularly when projects (not people) were drifting from the expected outcome and had to publicly state how they were making course corrections

Our actions have a huge impact on the success or failure of our companies. Our influence is staggering, yet sometimes we forget and simply go through the excuse-filled leadership motions.

For me it is simple...the burden is on the leadership team.

Period.

How About You
Who takes the blame in your company? Does it flow downhill quickly; or, is there someone who consistently steps in and takes the fall for the team? If you have a leader like that hang on tightly to them. Otherwise, I might just recruit them away.

I'd love to hear from you.

No Excuses.

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Stay of Execution

"I know, I know...you're "crazy busy" at work."

"Oh, that's right...you have to finish up a couple of projects before you can get started."

"Of course, you need to have your team do that stuff, that's not something for real leaders."

"I remember now, this is a very conservative area...we don't use social media that much."

It's 2016, Right?
I recently had an opportunity to meet a group of human resources professionals who have not embraced contemporary tools for business. Candidly, I was a bit surprised. I know that not every leader is going to use social tools the way I do.

However, I find it incomprehensible that in today's incredibly tight market for talent...a market where every person you or I will ever hire again is using one or more social media platforms...HR leaders continue to tuck their heads into their turtle shells and ignore the world around them.

It is time for HR to stand up and be counted as cutting edge leaders across all industries. 

It is time for HR to show their executive colleagues that embracing social tools with a defined strategy will transform their organizations.

It is time for HR to demonstrate to our marketing colleagues what leader brand and employer brand are all about.

It is time my friends, for us to stop talking, and complaining, and throwing our hands up in the air.

It is time for action.

How About You
Do you fall into one of those groups that still takes pride in not being on a social network? How could you possibly consider yourself a leader when you choose to embarrass yourself and your organization by hiding behind your own insecurities and excuses?

We have been given one more chance...a stay of professional execution. What are you going to do with this rare opportunity? I will help you if you'll just reach out.

I'd love to hear from you.

No Excuses.

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The Morning After

I spend a lot of time focusing on action in my work. Building plans, developing complicated and sensitive relationships, and making decisions quickly to keep a long list of priorities moving forward.

Lots of time, energy and words invested in my daily life.

Action
One of the greatest leadership failures in my opinion is when a decision is not made. The never ending quest to ensure success; or rather, lack of mistakes, is a clear signal that the leader is anything but one. 

The ability to make timely decisions is a mandatory competency for leaders today. (It has always been this way!) But sadly, we see many who show their fear of leading with phrases like "review" or "take a closer look at" or "we'll follow up on that" instead of deciding.

Why invest so much time and energy into a plan and not execute it?
Why set expectations with your colleagues and not meet them?

Words
The ultimate test of any leader is their ability to deliver. If you have a terrific plan and never execute it what is your worth as a leader?

Nothing.

If you talk up how great things will be once you set your plans in motion but never actually build those plans let alone launch them, what is your worth as a leader?

Nothing.

If you are the classic all talk no action member of the team what is your worth to the organization?

Absolutely nothing.

How About You
The words we say are powerful. They represent who we are and what we do for our organizations every day. Don't be the one who wakes up the morning after it's all slipped away and wonder what happened.

Don't just talk about the work, get started. It doesn't matter if the plan is perfect. Get started now before a different decision is made about who the organization believes in to lead the way.

I'd love to hear from you.

No Excuses.

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Transformation - Saying It Is the Easy Part

I've been doing a lot of thinking about transformational leadership and what role Human Resources should play when an organization is committed to undergoing change in a meaningful way.

Is HR there to pick up the pieces as leaders begin to quiver and shake at the slightest hint of a required change?

Does HR move through the process along with the others who are impacted by new expectations, new goals, and ultimately a new and more effective corporate culture?

Or do we take the lead and actually drive the change necessary in spite of the wringing of hands and gnashing of teeth?

Answer = yes, yes, and yes.

Transformation is a Team Sport
Last time I checked, HR is not only (supposed to be) a driver of change, but is also an active and engaged part of every organization. So whether or not we are making change happen or feel swept up in it, we are going to experience a range of emotions. The bottom line is that we have an opportunity to make an impact.

Let me say that again.

HR has an opportunity to make an impact. How many leaders do you know that can honestly say that? I'm talking about an impact on the institution, not just a process change here or a staffing change there.

"Institutional change. That's big, and we should be sprinting toward these opportunities, not scrambling to look up some inane policy or call 1-800-HR-IS-LAME to try to avoid delivering on our company's needs. It's our time."

When we're asked to drive change, we need to realize that we're not being asked to come up with a solution. Instead, we're being relied upon to leverage our internal networks, the trust we've developed with our colleagues, and our ability to push through without taking things personally. We need to help the whole team discover their strengths, weaknesses, and the long list of challenges we all have to deal with that don't fall neatly in to "good" and "bad" buckets.

Where to Begin?

Transformation can impact many areas: processes, technology, work product, delivery of services, and the list goes on. The reality is that transformation starts and ends with people.  Engaging those impacted by a vision, a new expectation, a new goal, whatever it may be; it is the people that will ultimately drive the results of the change effort.

Start with the people. The rest will flow once the team is on board.

How About You
What changes are you involved with? Are they on the level of transformational change? If so, what are you doing to connect with your networks to ensure that your time, energy, and ultimately your organization's efforts are not wasted?

I'd love to hear from you.

No Excuses.



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Furniture Obsession!

I spend a lot of time discussing human resources leadership, strategy, risks, social media, and accountability. This week, I have the distinct pleasure to participate in a large conference of marketing and web professionals from the healthcare industry.

It turns out we have a couple of things in common. Most of these similarities are very positive...things like the awareness that we need to leverage brand, integrate social media into every aspect of our work, and continue to push ourselves to connect with our customers in a meaningful way.

Unfortunately, we also have something else in common: the dreaded furniture obsession.

"Could we please, for once, stop talking about a seat at the table, and simply start leading as if we're already there?"

Get Over It

I've thought for a long time that HR was the only group that complained about this IKEA induced syndrome. Apparently our brothers and sisters in the web/marketing world are also consumed with furniture. Stop it. Everyone, just stop it. No Executive, and I mean not one, is interested in hearing that anyone deserves a seat at the fictitious table.

Instead, they want you to act like you belong there from day one. They don't have time to wait for you...we need to make it happen. Now.

How About You
What are you doing to ensure you don't sound like a worn out coffee table salesperson? The furniture argument doesn't play anymore. What works, are bold leaders who stay on the cutting edge of their profession and prove their value to the Executive teams in their organizations. I bet you won't find that on clearance this weekend.

I'd love to hear from you.

No Excuses.



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It's The How

Over the years I've had the privilege of working with a lot of really smart people. Whether they were in formal or informal leadership roles, practiced clinically or worked in finance, information technology, marketing, and yes human resources, my industry is packed with really bright people. Over those same years I've seen many of those bright people struggle mightily and in some cases fail. Why? They knew "what" to do, they just never mastered the "how."

Soft Skills Can Kill You
I've written in the past about how much I dislike the term soft skills. I've finally realized that the term must have come from those individuals who are terrible at dealing with people effectively, so they tried to downplay that skill set and called it soft. Those are some of the same leaders I've seen who have failed miserably. That's a shame, really. All of that knowledge and brain power wasted because they never figured out how to interact with people.

Old Dogs and New Tricks
A phrase that comes up again and again in my human resources practice has to do with someones personality. "Oh, that's just his personality." Or, "she has one of those personalities that you just have to learn to deal with." I completely disagree with this perspective.

"Making excuses for someones behavior simply because none of the organization's leaders had the backbone to address it does not make it right."

Old behaviors that might have worked when Richard Nixon was President no longer apply to the modern workplace. Sadly, we still see leaders that believe either avoiding a problem or using an iron fist will solve everything.

Nothing could be further from the truth, and it's actually embarrassing for those that still try to use these approaches.

How About You
Have you spent so much time learning "the what" that you've neglected "the how?" Maybe it's time to rethink your delivery, and not worry so much about the accuracy of every little idea. Or, perhaps you know a good leader who has let "the what" get in the way of their work. Today might be a good day to help them out with "the how"...before it's too late.

I'd love to hear from you.

No Excuses.



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Pefectionists Are Suckers

You operate at a different level. Your standards are higher than those around you. You're confident you can make a huge difference in your organization if everyone would make sure the work gets done the right way. Your way. Why can't they make sure that everything is going to be just right before they start implementing changes? Isn't it obvious their ideas aren't perfect?

You my friend are a sucker...and everybody knows it.

What's Wrong With Perfection?
There is really only one thing wrong with perfection: it's completely unattainable. Other than that, have at it. Go for it. Strain, stretch, and push yourself and those around you as hard as you would like. I'm sure you'll...well...no...actually you'll never get there. So why is perfection your only option?

You my friend are still a sucker.

Make Progress, Not Enemies

Over the years I've shifted my view on the quality of work, at least on a macro-scale. For me, making progress each year is much more valuable than making work perfect.

I've already clarified perfection is out of reach, yet so many of my colleagues strive for it despite the casualties that are inherent in that approach (low morale, unwelcome turnover, lost productivity, lack in decisions being made, etc...).

How About You
Perhaps it's time for us all to focus on making work better instead of making work perfect? I love talking about progress. Besides, being a sucker...well...sucks.

I'd love to hear from you.

No Excuses.



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Wanna Bet HR?

I bet you don't have the guts to commit to this philosophy HR:

"I am a leader who is responsible for everything that happens in my organization first; and I am responsible for what happens in HR second."

I bet you don't know enough about how your company actually generates revenue, manages expenses, contracts with vendors, takes care of its customers, or grows market share.

I bet you're not willing to be held accountable for a weak quarterly earnings report, or problem in the supply chain.

I bet you'd rather lament the fact that HR isn't recognized for being "special" just because you're HR.

In fact, I bet its easier to sit in your chair and complain that you don't have your rightful place in the corporate hierarchy.

Guess what, if you aren't willing to take any of my bets, you don't deserve a place in the corporate hierarchy.

How About You
How are you feeling right now; angry, embarrassed, indifferent? Step up and make something happen HR. You can do it...all you have to do is start trying.

I'd love to hear from you.

No Excuses.



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It's Not Enough

It's not enough...

• to whine
• to complain
• to deflect ownership
• to point fingers
• to "take under review"
• to avoid risk
• to watch others
• to do nothing
• to expect someone else to step up
• to be ordinary
• to simply hope
• to ignore difference
• to make excuses
• to keep doing what I've been doing

You and I were meant to do more. Start today.

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.

Destinations are Excuses

"I can't wait until I wrap up this project...As soon as we fill that vacancy everything will turn around...Once the economy bounces back you'll see big changes around here..."

Blah, blah, blah.

What the hell are you waiting for?  Does your Mom still lay your clothes out for you each night too?  How about a nice glass of warm milk before bed?  Is there always an excuse?  I've certainly had my share of them.  Seriously, I'm fired up because of the action going on in my work right now...not some off-in-the-distance-unattainable-corporate-fantasy.

I am fired up.  I've gone head first into a major examination of all things HR in my world, and I'm so geeked out about it that I can't wait to get back to it on Monday.  Sure, I have a vision for how this whole thing will play out, but if I constantly strive for the end point I'm going to miss so many valuable moments along the way.  What about my team's input?  What about my customer's perspective?  What am I missing?  What else can I add to make it even better?

How About You
When was the last time you were really fired up about your work?  Did you let it show?  Could your employees tell that you were serious?  Be passionate about your work, and forget about that destination...they take too long to get too anyway.

I'd love to hear from you.

No Excuses.


pic courtesy of monstermarketplace

   

My Great Idea - Rejected!

Have you ever had a great idea?  One that you just knew would make a difference for your organization, maybe even the entire community?  Did you make sure you researched it, collected the appropriate data, and even addressed the political pitfalls that would need to be avoided in order for your idea to get off the ground?


I worked for a time outside of HR and I had one of those ideas...and it was rejected...in a big way.


But You Don't Understand
How could this be?  I did the work.  My idea saves money.  Everybody wins.  There must be some mistake.  But there was no mistake.  The CEO of the organization I worked for at that time was not comfortable moving forward.  My idea faded away and the organization moved ahead.  But what was I supposed to do?  I certainly did not understand.  In fact, I still don't.  It was a damn good idea.

Now What?
I found myself in a very awkward position after that experience.  I had worked with my supervisor (the Vice President of Medical Affairs); I had worked closely with the team in Finance to develop the pro forma; I had worked with the lead physician from our major competitor (this was a joint venture project between bitter healthcare system rivals); I clearly demonstrated that patient care would improve for both organization's patients; I took everything into consideration...except one thing.


Egos.


Somehow I hadn't learned that the CEOs of both systems back then could not appear to be working collaboratively.  They were rivals.  Period.

Time To Choose
I quickly realized I had one of two choices to make:  1 - sulk, complain, and get lost in my own misery; or, 2 - suck it up and move on.  My colleagues would have allowed me some time to feel bad for myself.  They knew how much I had put into that proposal, and that I was on the verge of making a major breakthrough in how healthcare was delivered in that community.  They would have understood.


But I went with #2.  I hate whining.  I hate being miserable.  I hate excuses.


How About You
When have you had a terrific idea and it was rejected?  How did you handle it?  Did you walk around as if you just lost your best friend?  Or, did you step up, learn, and move forward?


I'd love to hear from you.


No Excuses.








pic courtesy of Resume Guides

Power Post - Comfort Zones are for Coward-Leaders

"Let's check best practices."
"What is the competition doing?"
"I'd like to study this for a few months first."
"I don't like to rush into change."
"We better be careful or this will get out of control."
"I prefer to stay in my comfort zone."


I'm sorry, stay in your what?  Comfort zone?  What the hell is a comfort zone?  Are you taking a power nap in a recliner; or, are you leading a complex organization in 2011?  Seriously?  SERIOUSLY?  Comfort zones are excuses.  Period.


I don't like excuses.


COWARD-LEADERS LOVE EXCUSES


How many times have you heard these phrases? Do you find it hard to respect the leaders you work with that say these things over and over?  Me too.  (And when I catch myself saying them I absolutely cringe.)  So here's an option for us all - stop saying them.  Coward-leaders strive for mediocrity and comfort.  Working hard to maintain your comfort zone is an exercise in futility.  Stop doing it.


Push yourself to be better.  Push yourself to take on new challenges.  Push yourself out of your comfort zone, and lead.


You're not a coward-leader are you?  (I hope I'm not one either.)


I'd love to hear from you.


No Excuses.






pic courtesy of http://wearetherealdeal.com