Bound to Fail

I think it’s interesting that we default human nature to negative behavior. Think about it for a minute. People take the easiest path…and it’s human nature. Employees do just enough to get by…and it’s human nature. Leaders sit back and avoid conflict because….well…it’s human nature.

And we almost expect things in life to go poorly…we’re bound to fail…it’s human nature.

I’m calling B.S. on human nature. There is a huge difference between courage (which is the human nature I prefer) and laziness. Laziness is not human nature…it’s a choice…it’s an excuse…and makes people look like fools.

Self-Confidence First

When was the last time you heard someone characterize a leader’s courageous style as their “human nature?” We all know…albeit only a few leaders…whose courage seems to come naturally. 

They have no fear when it comes to trying new strategies. They don’t worry about consequences the way we think they should. 

They are rule breakers…they don’t care about norms…they just see endless possibilities.

It’s in their nature.

Bound to Win

So how do we move from “life is horrible” to “I am so committed to helping my organization win that I’ll try anything?” What is the secret that moves us from the hapless masses that quite candidly are a waste of our time…to moving in to the rarefied air of being confident, fearless, and loaded with so much courage we scare those around us?

The answer is quite simple…but the execution is difficult for most. Corporate pressure and politics cloud our ability to think clearly. They become derailers that move us away from winning for our organizations. You must do what you are scared to do…what you think is too politically complicated…and what may compromise your position. 

Others may mock you along the way. So what?

Others may openly question if you’re doing the right things. So what?

You may even end up feeling quite alone along the path to progress.  So what?

How About You

You are NOT bound to fail. You are bound to take risks…to try new things…and make a real difference.

Do not falter.

Do not look back.

Do not rejoin the hordes of leaders stuck in 1995.

Lead. Today.

Thanks for being here.

Jay

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Obstacles and Courage

"Obstacles are things a person sees when they take their eyes off the goal."
- E. Joseph Cossman

I like to convince myself that I'm a "big picture" leader. Focusing on the impact different ideas, opportunities and problems have on my whole organization instead of just my piece of it however,  is difficult. As it turns out, thinking strategically and acting strategically are two very different things.

Negatives
All too often we allow the obstacles that Cossman references to cloud our vision. When that happens we have a tendency to think negative thoughts and get distracted from our real focus. Being stuck in this negative mindset only makes our work more difficult. 

For example: If there is a major issue that needs to be addressed and the necessary end result is clear, are you allowing the challenges that are part of that decision to stop the entire process? Yes, details need to be accounted for and managed, but the role of the leader is not to be intimidated by problems, but instead to be bold and push past those problems and achieve the end result that everyone is expecting.

Courage
Making difficult decisions is far from easy. Making those decisions when you feel absolutely alone is even worse. Yet it is in those moments that we need to look beyond the noise and criticism and push through. 

Effective leadership means you are making decisions. 

Effective leadership means you're not name-dropping the CEOs name every five minutes in an attempt to cover your back side. 

Effective leadership means leading, and that takes courage. Sadly, many who have a leadership title know little or nothing about being bold, or effective, or courageous.

How About You
What do you do with the obstacles in your life? Are you quick to hide behind the CEOs power suit? Do you retreat to the safety of a risk averse (and horribly ineffective) excuse to abstain from making a decision? Or, are you the one that everyone counts on in a crisis to stand alone and lead the way?

I'd love to hear from you.

No Excuses.



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There's A Storm A Comin'

Change happens all the time. In fact, I'm pretty tired of using the term change because it is either perceived as a threat, or is completely missed by those who are simply unable to let go of their prehistoric, I mean traditional leadership styles.

But change is a comin' my friends.

Mind Over Matter
Instead of rambling on about change theory and the leadership development programming that supports it; I'd like to explore what we as leaders, particularly in HR think about during periods of change.

How do you prepare? Do you consult with anyone prior to things starting to churn? Are the political realities all accounted for in your mind as your organization barrels ahead? Do you even know the "real" dynamics involved?

These questions are important to consider, perhaps even make some notes privately to get things organized in your mind. Change is very often good...until those impacted feel threatened. Then change isn't so much fun for them...or those around them.

Pitfalls and Post Mortems

Answering the questions above help us (read here --> me) avoid the numerous pitfalls that will present themselves during any change process of a reasonable magnitude. Yet somehow despite my well-intended planning I repeatedly find myself doing the proverbial post-mortem on the unanticipated issues that blew up during the course of the change.

Why does that happen? Am I simply not good enough to map out every conceivable option that might come up? Do I have a blind spot that precludes me from managing every aspect of every change with every person involved? 

Oh, wait. There's people involved in every change process. Now I get it...turns out human behavior is nearly impossible to game plan.

How About You
I'm not willing to default the change challenge to human nature and be done with it. Somehow there has to be a way to think through and do a better job planning for, and reacting to the behavior of others during times of change. What do you do?

I'd love to hear from you.

No Excuses.




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Human Nature, Revenge and HR

One of my standard, and quite lame, HR jokes is that if it wasn't for human nature I'd be out of a job. The point being that people behave in such peculiar ways that sooner or later the HR team is going to be called upon to resolve a problem.

But what happens when the human nature piece is alive and kicking in the HR team?

Humans First
The quality of my professional relationships, for me, represent the most important aspect of my work. Yes I have leadership responsibilities across the organization and within HR; but first and foremost I am a leader of the entire team that works for my company. Guess what? That whole group of people are human. If we lose sight of this most basic, yet often overlooked piece of the work puzzle, we're failing before we even get started. Awareness of even the most simple issues and common courtesies go a long way, particularly when you have several thousand people all working in the same building.

Revenge Is So Tempting
Part of our responsibility to our organizations as HR pros is to resolve some of the most difficult employee relations issues. When those issues take bizarre twists and turns (as has been known to happen on occasion!) it is often only HR that bears the brunt. Sometimes that gets very frustrating.

Let me say it again...bizarre and manipulative employee behavior can get very, very frustrating.

HR Accountability
Ultimately, despite being human ourselves, HR can not afford to be tempted by the power and influence delegated to us and misdirect it towards anyone. We simply can not. Thus, the challenge for us when feeling oh-so-human is to reach out to our colleagues who understand the unique pressures we face on behalf of our organizations. Leveraging social tools to connect is one way. Plus there's always that old-fashioned gadget called a telephone that also works pretty effectively.

How About You

How do you fit the human puzzle pieces together in your work? Do you take the time to ensure a nice clean fit; or, is it easier to not worry about the end result and simply cast away the "extra" pieces?

I'd love to hear from you.

No Excuses.




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Corporate Culture That is Healthy as a (Trojan) Horse

How would you answer if you were asked to describe what its like to work at your company? I don’t mean the over-produced and scrubbed official message, I’m talking about how you truly feel. If you added a significant change into your corporate world does that change your answer? Do your colleagues behave the same way when big changes are on the horizon? Hmmm…what would you say or do differently under those circumstances?

Leaders Make Choices

As a Human Resources practitioner I’ve learned to appreciate human nature more and more. Why? The answer is simple => people behave in such bizarre ways when they are under pressure...or reacting to change...or even trying to position themselves for a sneak attack power grab. HR has, I believe, an obligation to maintain balance and calm during these stormy times. That means speaking our minds, not getting caught up in the power trip mentality and making sure above all else that the needs of the organization and its employees remain front and center.

"Once the conversation is only about power, the organization loses."

That means the people lose. Oh, and let’s not forget that its those same people that we expect to work hard, remain loyal, execute our strategies, and understand when difficult decisions have to be made.

Power or Results: Which One is Better?

This is a trickier question than you might think. Obviously adopting a lust-for-power leadership style is not only ineffective, but is also embarrassingly transparent. However, if the right leaders do not have the appropriate level of power (read here => authority); good results will not follow. That’s the dilemma…making sure the right people have the authority to move the organization forward and also ensuring the power-grab doesn’t happen.

How About You

When you’ve seen others convince themselves they needed to focus on power instead of the organization what have you done? Remained silent, or spoken up, or.....? It can be a dangerous time for many people, but surprisingly its most damaging to the one hiding inside that big horse waiting to jump out and yell surprise.

I’d love to hear from you.

No Excuses.

pic courtesy of keiththompsonart