Extinct

"The death of [leadership] is not likely to be an assassination from ambush. It will be a slow extinction from apathy, indifference, and undernourishment."

- respect to Robert M. Hutchins for my edit

In Plain Sight
Take a moment and think about the leaders you work with who are failing. You know who they are. It's no surprise to you...or all of the others watching them flail about the conference rooms and hallways of your organization.

Their struggle is obvious to everyone...

...except them.

Yet we watch as if their failings are some sort of carnival side show. Entertainment for those of us who are so much better than they are.

Right?

Hard Conversations and Politics
In a perfect world we would pull these well intended yet embarrassingly off-base leaders aside and set them straight. We would ask questions so as not to insult them, but rather to help them see the harmful impact of their behavior on the workplace.

With no consequences.

But, alas...the world of work is rife with consequences. It's as if common sense is optional at work, yet posturing and grabbing as much power and control as possible is almost acceptable.

Almost.

How About You
Who do you work with that desperately needs a candid feedback session about their odd-ball behavior? Is it safe for you to do so? For most of you, I'm guessing your corporate environment is anything but safe.

Right?

I'd love to hear from you.

No Excuses.

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Still Echoes

I'm willing to bet you spend so much time dealing with the pressure of your job and feeding the ravenous executive corporate culture machine, that you don't spend much time with the front line staff.

You remember them, right? They're the ones you pass in the hall while your hustling to your next meeting to join the same group of leaders who were in your last meeting. 

People First
A year before I left my last organization I decided to try a different approach to connecting with the front line team. I scheduled an hour each month (not a lot of time) to shadow someone. I didn't want the department manager in tow, and I didn't want to sit in a conference room hearing a presentation about the work that was done. 

I've worked in hospitals for twenty years, I'm very comfortable on the units, being around patients, and certainly connecting with the staff.

At first the employees were a little skeptical. I think they either thought I was on some sort of secret monitoring mission; or I was about to pull out a powerpoint presentation and help them understand what they should think, feel, say and do.

You Second
It was new...I was the only non-clinical leader doing any sort of rounding like this...and it was spectacular. Once the concept sunk in that I was simply there to learn, the change in the employee's demeanor was obvious. Now they had the power. They could 'show off' what they knew, and I was full of questions. Genuine questions.

Suddenly the lens I saw the organization through did not include me. It didn't include my meetings, my email, task list, or the political minefields that plague every company.

I only had to do two things: listen and learn.

How About You
Do these phrases sound familiar: open door policy, management by walking around, employee engagement, blah, blah, blah. Words matter...if you back them up with action. If they're just tossed out into the universe they quickly become a distant echo.

When was the last time you turned words into action?

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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Compliments Are Brutal

I'm going out on a limb today. I'm trusting you all...and I'm going to share what may sound like a ridiculous issue in my professional life. So if you're going to keep reading, you have to waive your right to call me names at the end.

Deal?

Two Out of Three Ain't Bad, Right?

Part of what is supposed to make up a human resources practitioner's DNA is the ability to do three things well: recognize, praise, and in return receive praise. I'm reasonably effective at the first two. My organization does a lot of recognition both individually and collectively. My HR team sends positive notes to each other, brings in snacks to share, and supports one another on most days.

I like the first two....recognition and praise.

Third One Is Not A Charm 

I'm not sure what happened with my HR wiring, but I have a difficult time receiving praise. Sure, I can put a smile on my face, and act as gracious as the next person; but on the inside I'm wishing I could simply move on to that next person faster than a Steven Stamkos slap shot moves toward the net.

I warned you...not a real problem, right? Probably some sort of character flaw that I get too worked up about. Maybe I should follow the advice of so many "experts" out there and just let it go? Maybe.

Except I can't.

What's Going On Here

So what gives if I'm writing about how uncomfortable I am with positive feedback? Am I secretly trying to trick all of you into sending me positive notes to help bolster my self-esteem? Um, no. Fortunately I'm pretty solid in the self-esteem department (thanks Mom and Dad.)

I know it isn’t easy to get feedback – bad or good – and most “things” are about teaching you how to accept bad feedback and turn it into change. Sometimes good feedback is also hard to hear and accept (insert Jay here) – but there is something to learn from good and there aren’t a lot of “things” that teach you how to do it. In fact, society often calls it bragging!

If we want our feedback to be heard – that’s what we do all day as HR leaders - maybe we need to be sure we hear the feedback we get from others – even good – as it is an opportunity to learn and grow.  When we don’t hear it or accept it, then we don’t do either one.  If we practice what we preach, then we need to hear all feedback. 

How About You 

I think the real reason I'm putting out such a personal, and candidly a bit embarrassing issue, is that I'm trying to push myself in my writing and leadership; and yes, that means tackling a very personal issue that doesn't seem to "fix" itself.

Okay, I'm letting you out of our deal. You can feel free to give me a virtual body slam over this issue. It's okay. I'm really experienced at handling the negative stuff.

I'd love to hear from you.

No Excuses.

Special thanks to Linda Aldred for her contributions to the development of this post.

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It's All About Me

Giving feedback to others is something I do on a regular basis. Whether it is a member of my team, another leader in the organization, or a peer, I am regularly interacting with others and sharing my perspective on their performance. That probably sounds a lot like your job, particularly if you are in a human resources leadership role.

But what happens when the feedback is about you...or me?

360 Degrees of Power
One of the most exciting parts of 2013 for me is the opportunity to participate in a 12 month leadership development program. It is the most comprehensive program I have ever experienced in my career. One of the key components includes a powerful 360 degree feedback evaluation.

I recently received my feedback...all 60 pages...wow. That's a powerful report!

360 Degrees of Humility
I was fortunate to have 17 willing colleagues, direct reports, bosses, and others donate a big chunk of their own time to complete the survey. Simply asking for their input felt like a burden, let alone knowing that it would take thirty minutes to complete the survey.

Do you have a spare 30 minutes each day? Me neither...so needless to say I was feeling a bit humbled before the process even started.

360 Degrees of Opportunity
As I went through the lengthy report (admittedly it will require time to process, re-read, and process even more to fully appreciate all of the information) I learned some important things about myself:

- I'm a good communicator, with high energy, and am very driven
- I'm a respected member of our leadership team and am knowledgeable in HR
- I also get caught up trying to manage too many details that slow down my work (and that means others' work too...not good!)
 
How About You
Overall my results were quite humbling. I am blessed to work with a terrific group of people who are willing to let me try different approaches for delivering #HealthcareHR. Their support and understanding is amazing and has me energized to continue to work hard, and modify my style where appropriate to be as effective as possible.

When was the last time you received 60 pages of feedback? More importantly, did you do anything about it?

I'd love to hear from you.

No Excuses.



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The Power Position

It's funny how we try to minimize the role of power in the workplace. Sometimes we use terms like "associates" or "team members" instead of employees. We try flattening our organizations, or downplaying job titles to help put people at ease. 

Yet in the end, everyone is keenly aware of who has the authority to make decisions, and who does not. We haven't fooled anyone; nor is anyone racing to join our companies because we've mastered the employment semantics game.

Perceptions of Power
I'm convinced that even for those that abuse power, they still do not fully realize their impact. Even the most subtle comments or nonverbal cues are discussed and analyzed behind-the-scenes. 

Do leaders know this is happening? Maybe. Do they take the time to think through how they might take advantage (in a good way!) of this analysis and grapevine chatter? Rarely. 

Leaders today often get so caught up in "their world" that they simply can no longer effectively engage with other members of the organization outside of the leadership circle.

Perception Is Reality 
One of the most effective ways leaders can use their power is when they reverse the power position. Allowing employees to teach, or offer their expertise not only sends a message that you're human (imagine that?!), but it also lets the employee know that they have value.

Leaders like to feel valued, right? Guess what? Your employees/associates/team members want to feel valued too. Making it a priority to elevate the self-esteem of your staff will not only connect them to the organization, but will help build your internal reputation as a good leader. 


How About You
Who has the power in your organization? Is it ever shared with the employees? If not, you may want to consider switching the power position once in a while. It might surprise you how effective a strategy it can be.

I'd love to hear from you.

No Excuses.




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My Britches Don't Fit

When was the last time you received meaningful, constructive feedback? Are you in a leadership role so you've grown accustomed to giving instead of receiving? Me too. I get paid to provide feedback on all sorts of things from projects to performance.

It's good for us to get feedback too..

Confidence

I'm a firm believer that it is impossible to be an effective leader if you are lacking in self-confidence. Eventually those insecurities will surface and your credibility is sure to fade. Think of the leaders you know who have the confidence necessary to take risks, try new approaches, and aren't afraid to admit when something didn't work. They usually inspire others, don't they? They usually attract high performers, right? Confidence has to be a good thing!

Unless self-confidence morphs into a trip to the all-you-can-eat-I'm-An-Awesome-Leader-buffet.

Too Much of a Good Thing

I'm told there is a "line" that shouldn't be crossed when it comes to balancing confidence and arrogance. I'm not sure I've ever seen this line, which means I should probably take a look over my shoulder to see if it is already behind me.

Effective feedback is the antidote to the confidence binge that many leaders succumb to over time. Done well, constructive feedback not only demonstrates support, but it allows for a greater awareness about complicated issues and gets everything back in to the proper context.

It's good for us to get feedback too..

How About You

Is your head buried deep in the leadership trough? If so, it may be time for you to pick your head up, take a look around, and create an environment where others know you are open to feedback. 

The worst thing that can happen is your ego is bruised for five minutes, and then that regular confidence will kick back in figuring out a way for you to be even more effective. Plus, it's no fun when we get so full of ourselves that we end up too big for our britches.

I'd love to hear from you.

No Excuses.

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Defensive Listening

We all know what it means to get defensive. Typically there is a negative connotation, even though its really more about our survival instincts than something negative. If we feel we're being attacked, or criticized, we naturally get a little (or a lot) defensive.

At least I do...or should I say I used to.

Talk Is Cheap



Part of my job is to strategize the most effective way to handle very complex and difficult situations. I'm not talking about whether or not to launch a new product line, or to tweak the ad campaign. No, what I'm talking about are the behind-the-scenes, in your face, "thank God I don't have your job Jay" situations. 

I'm not good at very many things, but I do have a degree of confidence when it comes to these moments. These interactions are important. They affect people's lives on a very personal level, even though we often try to describe work as anything but personal.

It's just business! Really? Have you ever received difficult feedback and left the meeting clicking your heels because it was 'just business?' I didn't think so.

Listen First

When we're faced with the unenviable task of delivering critical feedback it is essential that we listen first. What is that? It means thinking ahead to what those words will sound like to the other person. It means getting over ourselves and putting the other person's self-esteem ahead of our own fears and insecurities about having to give this feedback. It means being so professional that you are one step ahead of yourself...let alone the other person involved.

How About You

Are you so caught up in the self-induced stress of delivering a difficult message that you completely forget about the other person involved? Are you capable of staying one step ahead of yourself to take your work, and your professional reputation to a whole new level?

I'd love to hear from you.

No Excuses.

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AND, not BUT

I have a busy professional life. I'm expected to deal with some of the most intense confrontations in the workplace, make decisions on the fly, lead others, and give feedback and my perspective on a variety of issues. That last point, feedback and my perspective, can be one of the trickiest parts of my day.

I Hear You, But
I do my best to allow others to give me their insights into what is happening with a particular situation before I jump in. That's hard for me to do. One of my failings is that once I've heard their update and attempted to validate what they've told me, I often follow with my own comments using the word 'but.'

Not good.

Once I utter that word my previous comments that affirmed their decision or perspective is instantly negated as they prepare to hear how I am going to correct them.

Really not good.

Often times I don't change what their ideas are, I'm just adding my proverbial two cents worth, but instead of maintaining a positive flow to the dialogue I use the 'but' word and change how they are feeling about the update.

And I Hear You

As part of a year long leadership development program that I am quite humbled to be a part of, I learned the power of the word 'and.' I am on a mission to replace the word 'but' with the word 'and' whenever possible. Let's try out an example:

"Your plan makes a lot of sense, but did you ask Mary about her ideas?"

Let's try this same statement using 'and' instead...

"Your plan makes a lot of sense, and I think Mary would be a big help too."

How About You
Have you convinced yourself, like I have, that my feedback is interpreted as I intend it to be 100% of the time? If so, like me, you've failed. Our teams rely on us to be supportive and provide balanced feedback, so let's both commit to avoiding the deadly word 'but' from now on.

I'd love to hear from you.

No Excuses.




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